Leadership I (Corporal's Course)

MORALE IN COMBAT

"The dominant feeling of the battlefield is loneliness, and morale, only morale, individual morale as a foundation under training and discipline will bring victory." - MajGen Sir William Slim It is easy to see why Napoleon considered three quarters of the game in combat to be morale and the remaining balance being manpower. Simply put, morale is attitude. Charles Swindoll stated that the longer he lives, he is convinced that attitude is more important than facts. He believed this so strongly that he claims life is 10% of what is happening to him and 90% how he reacts to it. To maintain morale in combat, these responsibilities should be instinctive. Omission of any of these directly results in lower morale.

"I have only two men left out of my company...I have no one on my left and only a few on my right. I will hold."

-1stLt. Clifton B. Cates, Battle of Soissons

"It being the Non Commissioned Officers that the discipline and order of a compmany in great measure depend, they cannot be too circumspect in their behavior toward the men, by treating them with mildness, and at the same time obliging every one to do his duty."

-Baron Von Steuben

"He who cannot obey, cannot command."

-Benjamin Franklin

"Abusive behaviors violate our core values and impair our ability to fight and win our nation's battles."

-MCO 1700.28B

"Without discipline, there is no Marine Corps."

-R. Lee Ermey

Debarking Naval Vessels

0800 to sunset: Face the officer of the day, salute and "request permission to go ashore," step to the top of the gangway, face aft, and salute the national ensign. After sunset (evening colors): Step to the officer of the day, salute and "request permission to go ashore," step to the top of the gangway, face aft at the position of attention, and debark.

Boarding Naval Vessels

0800 to sunset: Stop at the top of the gangway, face aft, salute the national ensign, step to the officer of the day, salute, and request "permission to come aboard." After sunset (evening colors): Stop at the top of the gangway, face aft at the position of attention, step to the officer of the day, salute, and request "permission to come aboard."

How to Maintain Morale

1. Be positive, optimistic, enthusiastic, and realistic. 2. Recognize when a Marine is expirencing personal problems. 3. Maintain health discipline. 4. Provide rest. 5. Provide a break in routine. 6. Provide food. 7. Maintain standards. 8. Keep Marines informed. 9. Tend to administration. 10. Tend to quarters. 11. Care for your equiptment and weapons. 12. Know your Marines. 13. Make assignments carefully.

The term corporal is derived from ________.

15th century Italy

When given the command "Present, SWORD" on the preparatory command "Present," raise the right hand to a position level and ________ in front of the neck.

6 inches

Within how many paces is it appropriate to render a salute?

6-30 paces

LIFE RAFT

A key characteristic of a great military leader is an ability to draw from tremendous depths of fortitude within their own well. In doing so, they fortify their own Marines by permitting them to draw from the leader's well. Many writers have recorded this process in combat situations. Lord Moran noted that, "Few men had the stuff of leadership in them, they were like rafts to which all the rest of humanity clung for support and hope." The leader's character has a great deal to do with efficiency and morale. Your strengths, your beliefs, and your behavior have the ability to build or erode morale.

Accountability

Accountability is the reckoning wherein the leader answers for their actions and accepts the consequences, good or bad. Accountability is the very cornerstone of leadership. If individuals in leadership positions are not accountable, the structure on which the Corps is founded weakens and disintegrates. Accountability establishes reason, motive, and importance for actions. Accountability is the final act in establishment of one's credibility as a leader. It is important to remember that accountability results in rewards for good performance and punishment for poor performance.

Sergeant Rodney M. Davis

After serving three years at the Embassy in London, Sgt Davis would be awarded the Medal of Honor for his selfless valor on the battlefields in the Republic of Vietnam. Operation Swift was the third operation conducted by 5th Marines aimed at returning control of the Que Son Valley back to the Republic of South Vietnam from the 8,000 troops of the 2nd NVA Division. Having just arrived in country, Sgt. Davis was the right guide of the second platoon as his company stepped off on the assault. Reaching the company's primary objective with little resistance, they received orders to proceed to a new objective. They immediately came under enemy sniper attack in route to their new objective. The sniper fire turned into a major assault by the enemy directed on Sgt. Davis's position. In danger of being overrun, Davis moved from man to man shouting words of encouragement while firing at the enemy. When an enemy grenade landed in the trench among his men he instantly threw himself on the grenade absorbing the full force and selflessly saving the lives of his Marines. A thousand miles away from home, Sgt. Davis remained true to his convictions and proved that no matter their race, creed, or pedigree, Marines are eternal brothers in arms.

UNIT LEADERSHIP

All Marines share the responsibility of Marine Corps leadership and must seek to develop the leadership fundamentals throughout their service. Each of these fundamentals are well within the purview of your rank to influence and develop. Focusing on the development of these fundamentals and the foundations of leadership will build a strong unit and a strong leader. Performance in battle and effectiveness under stress will characterize the leadership of your unit. As an NCO, you are part of the unit leadership that will determine its fate.

HUMAN DIGNITY

All leaders are obligated to uphold and protect the dignity of Marines, regardless of which chain of command they belong to. Behavior that devalues the individual and threatens unit cohesion has no place in the profession of arms or the United States Marine Corps. How we treat and care for each other and how we feel about our organizations are vital to mission readiness. No individual will condone or ignore acts that humiliate a fellow Marine through rumor or witness. Leadership is the key to eliminating such immature behaviors. Such behaviors left unchecked result in a lack of accountability and unethical command climates. Whether you lead an organization as large as a division or as small as a fire team, you are responsible for the environment you create. This includes directing Marines to refrain from such unprofessional behavior and to report incidents immediately. Marines must understand that everything they do, whether personal or professional, affects the capability of their team to perform missions successfully. Positive actions improve the team and its cohesion, while negative actions severely degrade their capability. The NCO is in the best position to teach these lessons.

SUMMARY

America is depending on us to ensure the Marines of tomorrow continue to be ready and worthy of meeting the challenges our nation will face. All Marines must remember that as long as there is but one Marine junior to them, they are honor bound to uphold the customs and traditions of the corps and to always "walk the walk, and talk the talk." The general rule is that social customs or military courtesy should always be interpreted to prevent awkward situations. Always remember that you are a United States Marine. You are representing the legions of Marines who have preceded you and built the traditions and reputations of the Marine Corps. Never do anything to bring shame or discredit upon our corps or disgrace the honor of those who have gone before. Upon your shoulders rests the reputation of the greatest fighting force the world has ever seen.

PROFESSIONAL DISTINCTION

American NCOs are distinctive in the global profession of arms. This is the result of common professional education, training, and development. The trust granted by the commander relies on your ability to ensure that Marines perform at or above the standards expected of them. NCOs are in the most advantageous position to influence, motivate, and develop Marines toward enthusiastic execution of daily routines that accomplish the unit's mission. They are competent, credible, and capable servant-leaders who influence and impact every aspect of the organizational climate.

RANK STRUCTURE

An established rank structure aids the Marine Corps in carrying out its mission by organizing the duties, responsibilities, and authority necessary to succeed. Without this organizational structure, our institution would be shapeless and ineffective at carrying out our assigned missions. The success of the Marine Corps and of our Marines depend greatly on the Marines who carry out these duties and responsibilities of leadership.

The key to achieving discipline is through ________.

Annual training. NO Extra military instruction. NO High levels of physical fitness. NO Establishing and maintaining standards. YES

PARADES AND CEREMONIES

Another custom that you will be directly involved with is that of holding a parade or review to mark important events such as the presentation of awards, change of command, or retirement. Whether a participant or a spectator, you are expected to stand and salute. "First of foot and right of line" refers to the place of honor Marines form at the head of a column or on right of line in any naval formation. This privilege was bestowed by the Secretary of the Navy on 9 August 1876. The Marines' Hymn was performed for the first time on November 19, 1859. When it is played, Marines stop what they are doing and come to attention, even if they are indoors. When the national anthem is played, all military personnel come to attention, face toward the music, and salute. They hold the salute until the last note of the music and remain at attention until "Carry On" is sounded.

SETTING THE (RIGHT) EXAMPLE

As a noncommissioned officer, you set an example for those around you. It is not something you can choose to do or not do. However, you can choose what kind of example you set. You represent the next level to subordinate Marines. You are in the best place to influence their behaviors in a positive manner and assist in their professional development. For this reason, the NCO is a vital link in the chain of command. To the officers in your chain of command, you represent enlisted professionalism or lack thereof. Based on that example, the officers will make decisions as to the level of authority they can choose to delegate. Again, you cannot just say, "I don't feel like setting the example today." Every day you put on the uniform and step in front of Marines you are setting an example. Is it the right one?

ACCOUNTABILITY

As a subordinate leader, you will be faced with those who test your resolve. If they perceive weakness, they will exploit it to their advantage. They will reason away regulations and institutional values for their own personal comforts. These attempts to undermine our foundation of discipline must be dealt with or you will lose your authority to hold Marines accountable in future instances. It becomes a slippery slope of allowing minor transgressions. It is unjust to refrain from holding these individuals accountable. When these breaches in discipline occur, corrective measures must be swift and proper. Corrective measures can include a simple verbal correction or a more formal administrative process such as counseling or extra military instruction. Most discipline infractions can be corrected through a simple verbal reminder as subordinate Marines are still adapting to a military lifestyle. However, the level of offense and the offender's attitude will determine the extent of the NCO response. When a unit exhibits sloppy discipline, its NCOs, SNCOs, and officers should be held accountable until proper discipline has been attained. It is the leader's challenge to prevent the discipline attained in recruit training from dulling.

WHAT YOU REPRESENT

As an NCO, you represent more than yourself. You represent our institution in and out of uniform. Even to your closest family members who witnessed your transformation in recruit training, you represent the best of the best now. To those below you, you are the Marine Corps. What you say and do becomes institutional acceptance to them. To those above you, you are the enlisted leadership. What you do and say demonstrates the level of professionalism within the unit which helps determine its capabilities. It also determines the level of responsibility they will reward you with. To those outside our Service, you represent the United States Marine Corps: an institution that has already earned a reputation for discipline and high character. Many of these observations are made not through personal contact with you, but by simply being witness to your bearing and behavior. Actions speak louder than words; they always have and always will.

BIRTHDAY BALL

Ask any Marine the date of the Marine Corps birthday, and they will not only give you the date, 10 November 1775, but also the place of its inception, Tun Tavern, Philadelphia, Pennsylvania. It is a Marine Corps custom that all Marine activities shall provide for a suitable observance of the Marine Corps birthday on 10 November. When 10 November falls on a Sunday, the birthday will be celebrated on the preceding Saturday. The birthday observance includes: •Troop formation and parades (if practical) •The reading of Gen. John A. Lejeune's birthday message •Traditional cake-cutting ceremony - First piece honors the guest of honor - Second piece honors the oldest and youngest Marine symbolizing experience and youthful spirit

CONTINUED CONTRIBUTIONS

At the end of his career, SgtMaj. Huff would sum it up with a simple statement: "The Marine Corps has been good to me and I feel I have been good to the Marine Corps." A simple philosophy for good measure received, good measure given. These enlisted leaders paved the way for others that would follow in their footsteps, exceeding the expectations of the Marine Corps' high standards.

Authority

Authority is the legitimate power of a leader to direct subordinates to take action within the scope of the leader's position. By extension, this power, or part thereof, is delegated and used in the name of the commander. All leaders, regardless of rank, are responsible to exercise their authority to accomplish the mission. Equally important is the idea that when a Marine is given responsibility for a mission, they must also be given the degree of authority necessary to carry it out.

How to improve discipline:

Be self-disciplined and consistent. Strive for competenmt leadership among your subordinates. Practice principles of leadership. Set the example. Praise and reward those deserving in a gtimely manner. Resort to punitive measures ionly when necessary. Develop mutual trust. Be alert to conditions conducive to breadches of discipline and eliminate them. Avoid micro-managing, but provide guidance and assistance. Set high-performance standards. Encourage initiative and innovation in subordinates.

ENSURE THAT ASSIGNED TASKS ARE UNDERSTOOD, SUPERVISED, AND ACCOMPLISHED

Before you can expect a Marine to perform, they must first know what is expected of them. You must communicate your instructions in a clear, concise manner without insulting their intelligence. Through continued practice of this principle, teams build the ability to communicate implicitly. Marines will begin to communicate through mutual understanding, with a minimum of key, well-understood phrases, even anticipating each others thoughts. As with any mission, supervision is essential, especially in the early stages of development. Without supervision, you cannot know if the assigned task is being properly accomplished, and you may end up with a bigger problem on your hands. Over-supervision can create friction within a unit; it is interpreted as harassment and lack of trust. An NCO needs to develop a balanced sense of supervision by knowing their Marines and when supervision is and is not necessary.

BE TECHNICALLY AND TACTICALLY PROFICIENT

Before you can lead, you must be able to do the job you are asking others to do. As a Marine, you must demonstrate both technical and tactical proficiency.This is your ability to accomplish the mission in accordance with institutional values. This leadership principle goes hand-in-hand with knowing yourself and seeking self-improvement; they complement each other. A technically and tactically proficient Marine knows his job thoroughly and possesses a wide field of knowledge. It takes hard work on your part to master your MOS as well as your institutional leadership role. Mastering both will help you gain a reputation for reliability that will increase your influence beyond mere rank. Others will enthusiastically seek your knowledge and advice.

Corporal John F. Mackie

By General Order No.17, on 10 July 1863, Corporal John Mackie became the first United States Marine to be awarded the Medal of Honor. In April 1862, Cpl. Mackie was transferred from the USS Savannah to the USS Galena as a corporal of the Marine Guard. On 15 May, the Galena was the lead vessel of a Union naval squadron ordered to steam up the James River and bombard the Confederate capital of Richmond into submission. The fleet never made it past Ft. Darling situated on Drewry's Bluff eight miles south of Richmond. The Confederate artillerist and sharpshooters unleashed a barrage of shot, shell, and lead. The Galena took the worst of it. With gun crews decimated and their guns rendered inoperable, Cpl. John F. Mackie, a 26-year-old silversmith from New York City, seized the opportunity and put his Marines into action removing the dead and wounded, throwing sand on the gun deck, and getting the heavy guns at work once again. Mackie recalled with pride "Our first shot blew up one of the [Rebel] casemates and dismounted one of the guns that had been destroying the ship." Mackie and his Marines manned through almost four hours of continuous combat when Commander Rodgers ordered a halt to the action and a withdrawal.

The Marine Corps motto _______ was replaced by Semper Fidelis in 1883.

By land, by sea

CARRY SWORD

Carry sword is assumed when: •Giving commands •Changing position in formation at quick time •Addressing or being addressed by a senior •The preparatory command for quick time march has been given •Marching at quick time Company officers and noncommissioned officers go to carry sword when any manual of arms movement has been ordered except parade rest, at ease, rest, and present arms. Commander's staff only execute carry sword when changing position and marching.

KEEPING FEAR IN CHECK

Chesty Puller stated that the most important element of military training is discipline. Good discipline is constant and functions whether or not outside pressure or supervision is present. Without discipline, a military unit cannot function effectively. Fear is the enemy of discipline. The individual must be able to recognize and face fear because unchecked fear will lead to panic. A unit that panics is no longer a well-disciplined military unit, it is a mob. There is no human that is completely without fear. Discipline and high morale will keep fear in its proper place. The most contagious of all moral diseases is insubordination. When Marines neglect salutes, excude indifference or insolence, show undue familiarity, or demonstrate behaviors that do not show the proper respect for rank, it acts like a cancer and erodes discipline. The NCO who tolerates this form of slackness needs to conduct a personal assessment because they are lacking the leadership traits to properly lead. Many may not appreciate the necessity for discipline and will not recognize its importance until they experience the trials of a hazardous operating environment. Only then will they realize they were part of the problem.

__________ lie(s) at the heart of the Marine Corps' ethos.

Command philosophy. NO Leadership philosophy. NO Pride and discipline. NO Core values and traditions. YES

The Blue Book identifies the NCO as a technical expert, instructor, and ________.

Communicator. NO Enforcer of military regulations. YES Color bearer. NO Statesman. NO

Corporal Duane Edgar Dewey

Corporal Dewey was the first person to receive the Medal of Honor from President Dwight D. Eisenhower. Born in Grand Rapids, Michigan, Dewey was serving as the leader of a machine gun squad near Panmunjom, Korea, when his position came under attack. After getting his machine guns into action and stalling the attack, Dewey made several trips to locate and bring up ammunition and grenades. On his last trip, an enemy grenade landed near his left heel, wounding him severely. As the corpsman began working on him, another grenade landed nearby. His first reaction was to grab it and throw it away; however, in his weakened condition all he could do was roll himself on top of it and shout a warning to his fellow Marines. The grenade exploded lifting Dewey off the ground and inflicted gaping shrapnel wounds throughout the lower part of his body. His squad and the corpsman were spared death or injury. When President Eisenhower read Cpl. Dewey's citation on 12 March 1951, he looked at Dewey and said "You must have a body of steel."

Which modern military rank originated as capo de squadra?

Corporal. YES Sergeant. NO Captain. NO NCO. NO

EXPECTATIONS

Courage is expected of every Marine. It is expected that no wounded or dead Marine will ever be left alone or unattended on the battlefield. As long as Marines have the physical means to resist, they will never surrender. If Marines do not demonstrate courage in garrison to meet the consistently high expectations of the Marine Corps, they are not likely to have the courage to do so in the friction, fear, or fog of stressful operational conditions. Not every NCO will lead a team in combat, but the courage you demonstrate and the standards you uphold set the stage for a subordinate Marine or unit that may. Marine leaders understand this and work continuously to condition Marines under their charge to ensure their professional development and survival.

COURAGE

Courage is not the absence of fear, but the mental capacity to recognize danger or criticism and proceed calmly and firmly in the face of it. Courage among military leaders is not merely an admirable trait, it is critical. Marine leaders must demonstrate the kind of fortitude that will inspire courage in others while facing the same physical and mental dangers. It is the undeniable hallmark of true leaders. Knowing and standing for what is right in the face of unpopularity is often the leader's charge. Without it, we lose the ability to live to the high standards expected of our Corps as established by those who served before us. Ordinary men and women who showed extraordinary courage shaped and continue to shape our heritage. Collectively, they have set us apart from other fighting forces through their demonstrated courage and discipline. You cannot have a disciplined unit if you do not have the courage to enforce high standards.

COURAGE

Courage, both physical and moral, is in the heart and soul of every Marine. It is the motivating force that makes Marines special, a cut above those in society who think of themselves first. The distinction between moral and physical courage is usually blurred. Many times, strength of character may manifest itself as physical courage. In every conflict America has been involved in, Marines have created a tradition of undaunted courage on the fields of battle. Their unbreakable spirit has been the conquering characteristic in every part of the world. From defending against mutinies to selflessly protecting the lives of team mates, Marines are men and women of character, widely recognized for their moral excellence, selfless courage, committed principles, and sound judgment. Knowing and standing for what is right versus what is popular in the face of disfavor is the leader's obligation.

The leadership qualities that enable a Marine to assume progressively greater responsibilities are __________.

Courage, discipline, and physical fitness. NO Inspiration, technical proficiency, and moral responsibility. YES Morale, proficiency, and esprit de corps. NO Education and training. NO

CUSTOMS

Customs are the practices of preserving ideas and actions from generation to generation. They vary widely from place to place and from group to group. They are essential to maintaining good fellowship, pride in our Corps, harmony, and happiness in a unit. It is important to keep in mind that customs vary between branches of the armed forces; the Marine Corps view can be different and even more strict than that of the other services.

The enemy of initiative is __________.

Decentralized authority. NO Fear. NO Over-supervision. YES Discipline. NO

DEPENDABILITY

Dependability is the quality that permits a senior to assign a task to a subordinate with the understanding that it will be accomplished with minimum supervision. It also includes the understanding that initiative will be taken on small matters not covered by instructions. If you tell someone that you are going to do something, do it. Failure to stay true to your word will get you branded undependable and sideline your participation. Dependable leaders do what needs to be done, even if it's not their job. They develop dependable teams by trusting their Marines to make decisions and solve problems. They are consistent in stressful situations and do not over commit. Dependable NCOs are more than qualified for their jobs; they expand their knowledge beyond what is necessary. Their success is measured by their dependability in numerous situations.

Telling

Depends in large part on subordinates level of expirence and initiatve.

Roman Legion noncommissioned officers were responsible for which of the following? Select all that apply.

Determining order of battle. NO Supervising camp set-up. YES Regulating guard duties. YES Enforcing personal hygiene. YES

Personal examples of high moral standards reflecting virtue, honor, patriotism, and subordination are qualities we seek to ________.

Develop the ability to project our authority over subordinate Marines.

DEVELOP A SENSE OF RESPONSIBILITY AMONG SUBORDINATES

Developing a sense of responsibility among your subordinates is another way to show them that you are interested in their welfare and professional development. Assigning tasks and delegating the authority to accomplish the tasks promotes mutual confidence and respect between Marines. It also enhances morale as your subordinates take ownership of the task. Give your Marines a mission or task, let them know the standard and time line, and then let them accomplish it. Leave the details to your subordinate. Supervise and inspect the results and provide positive and negative feedback before they move to the next mission/task. In this manner you are creating leaders who will be able to accept increased responsibilities when you are gone.

The three elements of leadership are __________.

Direct, indirect, and combination. NO Self, troops, and situation. YES Principles, traits, and ethos. NO Goals, counseling, and feedback. NO

DISCIPLINE

Discipline is the individual or group attitude that ensures prompt obedience to orders and initiative in the absence of orders. Good discipline is constant and functions whether or not supervision is present. The standards of good order and discipline are imperative in the profession of arms. Without them, warriors become armed mobs. It is not enough that we speak of them in garrison; they must be demonstrated in our daily lives. The many rigors of combat and post-combat will not allow us to make mistakes in this area.

The four indicators of leadership in any size unit are morale, __________, __________, and __________. Select all that apply.

Discipline. YES Esprit de corps. YES Proficiency. YES Loyalty. NO

MANUAL OF ARMS

Drill movements with the sword are made with a fluid, deliberate motion. Attempting to snap or whip the sword will usually result in the execution of the movement seeming to be awkward or ragged. The NCO scabbard is attached to a frog that prevents it from rotating. It is worn with the convex edge to the front and remains in that position during draw and return sword. When not in formation and when it is impractical to carry the sword and scabbard rigged at the side, the sword in its scabbard may be carried unrigged under the left arm with the knuckle bow facing up.

Lioness 2005

During the War on Terror, woman Marines were once again called upon to help overcome the cultural challenges in Iraq. In the Muslim culture it is disrespectful for male Marines to search local females. The Lioness Program was started in 2005 so Iraqi woman could be properly searched as they passed through checkpoints. The Marine Corps would be one of the first to use these "lionesses" to not only conduct checkpoint searches, but also for outreach operations in Iraq. Later, in 2009, female engagement teams would expand on that role and become valuable resources in gathering information and implementing community development programs. The female engagement teams, consisting of two women Marines and an interpreter, were attached to infantry units throughout Afghanistan.

Vehicle

During the playing of the national anthem, all vehicles within sight or hearing of the ceremony stop. Passengers do not debark, but remain seated at attention.

VALUES

Each Marine reflects the values that Americans cherish and hold with high regard—the values this nation was founded upon and guide us as we shoulder the responsibility of world power. By growing the individual Marine's personal values and instilling our institutional values, we develop Marines who are resilient and capable of successfully accomplishing the most challenging missions others think impossible. The very best Marine NCOs train Marines to sustain the values and warfighting ethos of our Corps.

COMMON GOAL

Each of you may have a different military occupational specialty but there is a common goal that applies to us all. That common goal is to be the most effective leader possible for the Marines who serve with you. To achieve this goal there are three elements of leadership.

MCRD Parris Island 1949

Early recruiting was so hectic that in some cases, women were sworn into the Marine Corps Women's Reserve and put directly to work in the procurement office, delaying military training until later. Enlisted women were ordered to the U.S. Naval Training School at Hunter College in New York City for basic training. The 722 "boots" would arrive between 24-26 March 1943. Male Marines would be pulled from Parris Island to be instructors. By July of the same year this training would be transferred to Camp Lejeune, N.C. In 1949, the 3rd Recruit Battalion at Marine Corps Recruit Depot, Parris Island was reactivated for training non-veteran women Marines. Women Marine recruits began arriving at Parris Island to form the first platoon of 50 women Marine regulars to take a six-week training course. Officially, the first black women, Annie E. Graham and Ann E. Lamb, would arrive at Parris Island on 10 September 1949. The 4th Recruit Training Battalion would not be established until 7 May 1954.

Improving Proficiency:

Ensure that you're technically and tactically proficient. Train each of your Marines in their duties and then train them as a group. Emphasize teamwork and the chain of command. Provide cross-training into other MOS's interrelated to your field. Ensure that training is realistic. Set high standards of performance and insist they be met.

ESPRIT DE CORPS

Esprit de corps is one of the factors which constitutes morale. It is the loyalty, pride, and enthusiasm for the unit shown by its members. Esprit de corps provides group solidarity and implies devotion and loyalty to the unit, its mission, its history, its traditions, and its honors. It is dependent upon the satisfaction members get from belonging to the unit and more importantly, the confidence in its leadership. Esprit de corps can be undermined by disgruntled subordinate leaders lacking in leadership traits. Those who constantly criticize the chain of command and decisions based on a lack of knowledge of what went into the decisions deteriorate the command climate more than any decision itself. It must be the goal of every leader, executive and subordinate to support the great military virtues of unselfishness, self-discipline, duty, honor, patriotism, and courage. The achievement and maintenance of these virtues is integral to full development of the esprit de corps, pride, and individual readiness that are essential in the profession of arms.

The set of beliefs that characterize a culture are its __________.

Ethos

TRADITIONAL TERMS

Every profession has its own language, and the Marine Corps is no different. Our nautical history is reflected in some of our common terms. This page covers some common Marine Corps terms: Adrift - Loose, scattered about, not in proper stowage Aft - Toward the rear All hands - All members of a command Ashore - Any place outside a Navy or Marine Corps reservation As you were - Resume former activity Belay - To secure or to cancel/disregard a statement just made Below - Downstairs Breakout - Prepare for use Brig - Place of confinement Brown bagger - Married Bow - Front of a ship Bridge - Control deck of a ship Bulkhead - Wall Buttkit - Ashtray Carry on - The order to resume activity Chit - A receipt or authorization Field Day - Barracks clean up Field Scarf - Neck tie Galley - Kitchen Gator - Amphibious ship Geedunk - Place for candy and drinks Hatch - Doorway Head - Latrine Ladder - Stairs Liberty - Authorized absence Overhead - Ceiling Police - Straighten or clean up Port - Left Quarterdeck - Ceremonial place on a ship Seabag - Used to stow personal gear Secure - Stop, finish, put away in storage Sick bay - Hospital or medical office Skipper - Company commander Square away - To straighten or get settled Starboard - Right Two blocked - To tighten or center a necktie

SPIRIT

Every society has a defining set of beliefs that characterize who they are. These beliefs make up the spirit of their culture, which are also known as ethos. While the profession of arms has common warrior ethos, the Marine Corps has its own ethos that defines our very character. Our ethos is not just what we do but who we are and what we believe. Our core values and traditions lie at the heart of our Marine Corps ethos and form the foundation of our leadership. Knowing who we are as Marines is essential to understanding how we lead Marines. As a Marine NCO, you must not only embody our institutional ethos but develop and reinforce it in the daily lives of your Marines.

TO SERVE

Everyone from the Commandant down is a follower. To be a good leader, Marines of all ranks need to know their responsibilities and set the example as a leader and a follower. There is no gray area in these responsibilities. Followership is the Marine Corps' secret to building great leadership. We start by teaching Marines to follow smartly. Those followers become great leaders since they mastered the skills necessary to influence others in a positive manner. Followership must be an integral part of our philosophy, it is the base that tempers future leaders. Its enhancement in subordinates will ensure that professionalism is keyed at all levels. Good followers are those who may be depended on to carry out their instructions precisely, without regard to difficulty, hazard, or personal risk. They are the substance of our Corps.

When boarding a naval vessel between the hours of 0800 and sunset, Marines should step to the top of the gangway and ________.

Face aft, salute the national ensign, turn and face the officer of the day, salute, and request permission to come aboard.

True or false: In 1778, it was acceptable for NCOs to abuse and haze their soldiers as a form of training to defeat the British empire.

False

Cpl. Jason Dunham

First Marine awarded the Medal of Honor for actions in Iraq. (Updated 20171121).

Cpl. John Mackie

First Marine awarded the Medal of Honor.

Cpl. Robert Robinson

First aviation Marine awarded the Medal of Honor.

INFORMAL:

First names and nicknames are proper with contemporaries during social functions, during business hours in the privacy of the office, and in the club. When introducing another Marine, use grade and name. The individual being introduced then has the option of extending informal privileges.

Cpl. Duane Dewey

First person awarded the Medal of Honor by President Dwight D. Eisenhower.

As an integral part of our leadership philosophy, __________ is the base upon which future leaders are tempered.

Followership

Secret to building great leadership:

Followership

Sergeant Major Alfred L. McMichael

Following in the footsteps of great NCOs like Huff and Johnson, on July 1, 1999 Alford McMichael became the first African-American to be selected as the Sergeant Major of the Marine Corps. As the 14th Sergeant Major of the Marine Corps, he helped enlisted Marines save out of pocket expenses on uniforms by modernizing the utility uniform. His most satisfying moment was his contribution to rebuilding all of the Marine Corps on base housing, starting with those for the most junior Marine. In 2003, he set another first when he was selected to be the senior NCO of Allied Command Operations for NATO. In this billet he convinced several nations to create NCO corps where none existed. The more senior he became, the more he came into his comfort zone because the results were never about him; they were always about others. "For us, it's not about being African-American, it's not about being anything other than being a Marine. And if you're a Marine, it's about being a great American." - Alford L. McMichael

HISTORY (NCO SWORD)

For centuries, the sword has been a symbol of leadership and authority. It was of such great importance to military function that it was the first issue addressed by General Von Steuben. According to chapter one of his Blue Book, NCOs were to be issued "sword, flintlock, and bayonet." The NCO uniform prescribed for Marines by the Secretary of War on 24 August 1797 was the same as the private's except that it was made of better material. The corporals wore a single epaulet while the sergeants wore two. At this time, the brass handle sword was only carried by sergeants and was referred to as the "sergeant's sword." In 1859, regulations established the 1850 Army foot officer sword, already being carried by Marine NCOs, as the official sword for both officers and NCOs. In 1875, officers would revert back to their lighter Mameluke sword. As the evolution of modern arms progressed, the sword's actual employment as a weapon was gradually relegated to a secondary role before this ancient mark of the warrior was reduced to purely ceremonial use.

To establish __________ in a relationship, leaders must have good character and learn to apply the principles of leadership.

Friendship. NO Seniority. NO Authority. NO Trust. YES

ORIGINS OF THE BLOOD STRIPE

From as early as 1834 Marine uniform regulations prescribed trouser stripes to be the same color as the "facing" of the coats. At the time white buff stripes were authorized for officers and sergeants to match the facing, or lapel, of their green coats. In 1839, when the uniform reverted back to dark blue coats with red facing, the trouser stripes changed to dark blue edged in red to match the new facing. In 1849, uniform regulations dictated trouser stripes change to solid red. By 1904 the simple scarlet stripe of varying widths as seen today was adopted. As with the sword, the red stripe worn on officer and NCO trousers, affectionately referred to as the blood stripe, is a distinction of leadership and authority.

TRAIN YOUR MARINES AS A TEAM

From the day you stepped on the yellow footprints, teamwork has been the key to successful completion of every mission. It is vital to operational success in the profession of arms. The sharing of hardships, dangers, and hard work strengthens a unit and reduces problems. It develops teamwork, improves morale, and molds feelings of unbound loyalty. This is the basis for what motivates Marines to fight in combat. Troops do not complain about tough training, they seek it and brag about how they overcame the challenge. Every waking hour Marines should be trained and educated, challenged and tested, drilled and inspected,and corrected and encouraged with perfection and teamwork as the goal. No excuse can be made for the failure of a leader to train their Marines to the highest state of physical condition and to be the best in the profession of arms. Make sure every member of the team knows every position and responsibility within the team.

DECISIVENESS

General Victor Krulak believed that our leaders must be able to "feel" the battlefield tempo, discern patterns among chaos, and make decisions in seconds, much like a Wall Street investor, but with life threatening consequences. Intuitive and analytical decision-making are the two primary models for human decision-making. We are all intuitive decision makers. Some of us are more skilled than others and some are more specialized, but all of us rely on intuition. Intuition is how we translate our experience into action. The more experience people have, the more they rely on intuition. Analytical decision-making is generally stressed in formal education. In this method, the decision maker gathers all the possible facts, weighs the many options, and attempts to maximize the outcome. While this is a perfectly legitimate method, it is time- consuming. Almost any action is better than inaction. It is better that a decision be made promptly than a potentially better one be made at the expense of more time. Constantly changing one's mind and altering decisions reflects negatively on the leader and the morale of those they lead. An important prerequisite for sound decision-making is sound character immersed in the highest values.

E-9 1960

Geraldine M. Moran was the first woman Marine promoted to E-9 as a master gunnery sergeant in 1960. By January 1961, Bertha Peters Billeb was the first woman Marine to be promoted to sergeant major. SgtMaj. Billeb would also become the first Sergeant Major of Women Marines. It was a billet similar in duties and responsibilities to the Sergeant Major of the Marine Corps, only for women Marine issues. Six women would fill this billet before it was eliminated in 1977.

KNOW YOUR MARINES AND LOOK OUT FOR THEIR WELFARE

Given that we are talking about leadership, knowing your Marines and looking out for their welfare is one of the most important principles. You should know your Marines and how they react to different situations. This knowledge can dodge mishaps and save lives. It can also be used to determine when closer supervision may be necessary or when to back off. You see our Marines on a daily basis, but are you truly observing them? Understanding what their values are and what motivates them prepares you to look out for their welfare. This is not to say that you must agree with or participate in their lifestyle. Be aware of your Marines' personalities and make leadership decisions that best utilize that asset while providing them guidance toward personal and professional development. If your Marines know that you truly care about their success, they will accomplish just about anything for you.

HABIT

Habit plays a part in discipline, which is why training includes immediate action drills, close order drill, and gun drills. Habits of good hygiene and cleanliness that are the subject of uniform and personnel, field day, and health and comfort inspections transfer to basic field discipline. Just as a thief chooses their prey, enemy observers can easily track and ambush sloppy units. The habits you establish for yourself and your unit will get you and your unit through the stress and hazards of harsh operating environments. "Nice guy" leaders increase combat casualties by not forcing habits of good order and discipline and failing to uphold institutional standards. Additionally, they fail the expectations of their subordinate Marines by setting a low level of expectations that are easily maintained and erode self-discipline. Prior to the 2003 invasion of Iraq, the commanding officer of 3rd Battalion, 4th Marines communicated clear standards of discipline to his Marines. This level of discipline cannot be achieved in combat unless it is ingrained in the habits of Marines in garrison.

Formation

Halt the formation at attention. Facing the unit's original front, the unit commander salutes.

SGTMAJ GILBERT "HASHMARK" JOHNSON

His nickname "Hashmark" came from the three service stripes he wore on his sleeves. At age 37, he had served six years with the Army's 25th Infantry on the Mexican border in the 1920s, and he spent most of the 1930s as a Navy mess assistant and steward. When he heard that the Marine Corps was recruiting African- Americans, he felt his infantry experience made him ideally suited to become a Marine. Tough as nails when he presided over recruits, he was imbued throughout his career with a driving ambition for African-American Marines to succeed. Perhaps no man left such a personal mark on others through his insistence that African-American Marines under his charge would "measure up." New Marines during Johnson's time were to their limits at every turn. In later years, addressing a group of veterans of that era, he reminded them of their ordeal and the reason for it.

SGTMAJ EDGAR HUFF

Huff, who came from Gadsden, Alabama, was larger than life in stature and character. He joined the Marine Corps because he had always heard it was the toughest outfit going, and he felt he was the toughest thing going, so he wanted to be a member of the best organization. Huff's motivation would drive him to a successful career of unbeatable firsts for African-American Marines. He was one of the first African-American NCOs, drill instructors, battalion sergeant majors in an infantry unit, and the first African-American Marine to complete 30 years of service. By the end of the Korean War, it became common for both African-American and white Marines to have African-Americans as their senior NCOs. Many were determined to make integration work. It was official Marine Corps policy, often expressed in some variation of the phrase "every Marine is a green Marine." It was an oversimplification of a very complex problem, but it became the prevailing philosophy of the time. In the end, the measure of the Marine became how well they did their job, not what color their skin was.

EMPLOY YOUR COMMAND IN ACCORDANCE WITH ITS CAPABILITY

If you are hasty in seeking responsibility and your unit is not trained to accomplish the task it is assigned, failure is very likely to result. Failures lower your unit's morale and self-esteem. Successful completion of a task depends upon how well you know your unit's capabilities. Seek out challenging tasks for your unit, but be sure that you prepare and train them to overcome the challenge successfully. Don't set them up for failure. A leader must have thorough knowledge of the tactical and technical capabilities of their team. Should a mission come down that is outside their parameters, hard work and training are the only things that will prepare them.

WAKE ISLAND

Immediately following the attack at Pearl Harbor, Japanese forces set their sights on a tiny atoll known as Wake Island. A total of 449 Marines of various specialties including aviation and artillery elements defended the island. VMF-211, which consisted of 10 commissioned pilots, two enlisted pilots, and 49 maintenance personnel, had only been on the island four days when the enemy attack began. On 8 December 1941, the initial attack caught eight of the 12 squadron aircrafts on the ground and effectively destroyed them. The crews would keep the last four aircrafts flying until 22 December 1941. That afternoon, Marine Fighting Squadron 211 reported to the defense battalion as infantry. Marine pilot Captain Henry Elrod was awarded the Medal of Honor for his actions at Wake Island in the air and on the ground.

MARRIAGE

Improper personal relationships between Marines occupying different positions may influence the senior's judgment as to mission accomplishment. The Marine Corps cannot legally act to prevent marriages between service members. A marriage between Marines of differing grades will constitute fraternization when the impact of the marriage detracts or tends to detract from the respect of a senior, or is perceived by others to do so. A marriage stemming from a previously existing improper relationship does not excuse those involved from responsibility for their activities prior to the marriage. The threat to discipline and order need not be perceived by the parties involved. It is enough that the ill effect could be perceived by a reasonably prudent Marine experienced in military leadership.

TRANSFORMATION (NCO EARLY HISTORY)

In 1777, as the Continental Army moved into winter quarters at Valley Forge they were low on discipline, supplies, and victories. The British had taken the American capital of Philadelphia and routed them at the Battles of Brandywine and Germantown. Painfully aware of his army's shortcomings, General Washington requested an inspector-general to transform them into a professional fighting force. The request was answered with the arrival of the Prussian Baron Friedrich Wilhelm Von Steuben. The great efforts of Inspector General Von Steuben transformed this ragtag army into a cohesive and disciplined fighting force that would defeat the elite British military. His Revolutionary War Drill Manual or Regulations for the Order and Discipline of the Troops of the United States commonly called "The Blue Book" established: •Standardized drill •Camp sanitation •Unit structure •Leadership qualities •Leadership duties and responsibilities Much of what is done today stems from these teachings.

INITIAL INSTRUCTIONS FOR NCOs

In 1778, Baron Friedrich Wilhelm Von Steuben identified a specific set of traits that would be required when selecting noncommissioned officers. These traits included: •Honesty •Sobriety •Remarkable attention to detail •Neatness in dress •Spirit to command respect and obedience •Expertness in performing every part of training •Ability to teach •Ability to read and write in a tolerable manner Each NCO was "in a particular manner" answerable for the squad committed to his care. The NCO had to pay particular attention to their conduct in every respect. They ensured that they kept themselves and their arms always clean with effects always organized and ready. NCOs were to inspect each man before duty. In teaching, they were to exercise patience, by no means abusing their men. Lastly, the NCO suppressed all quarrels and disputes in the company. These time proven standards were used to turn the failing Continental Army around, creating a professional fighting force that would defeat the British Empire.

CONTINENTAL MARINE CORPS: DECOMMISSIONING

In 1785, Congress sold off the last of the naval vessels and with that the Continental Marines turned in their equipment and mustered out of service. Although the thought of reorganizing the Navy and Marine Corps did exist, at the conclusion of the war, finances of the new government were in no condition to permit such a luxury. The record indicates that 131 officers were commissioned in the Continental Marines. The exact number of noncommissioned officers and enlisted Marines is not known, but likely did not exceed 2,000. In comparison to the Army and Navy, the Corps of Continental Marines was relatively small, but for more than seven years it contributed measurably to the British defeat on both land and sea.

Sergeant Major Dan Daly

In 1915, Gunnery Segeant Dan Daly and Major Smedley Butler became the only Marines awarded the Medal of Honor on two separate occasions. To this day Dan Daly is the only enlisted Marine to be honored with this distinction. Although only five feet, six inches in height. he was described as "the fightinest man I ever knew," by Smedley Butler. In May 1900, he landed with the Marines in route to Peking. Intense enemy fire had driven German forces from their position, exposing the American flank. Pvt. Daly mounted the wall with a bayonet rifle in hand to defend the position alone. For his gallantry, he was awarded his first Medal of Honor. Fifteen years later, in action against Haitian bandits, GySgt. Dan Daly earned the rare distinction of a second award as the senior NCO of a 38 Marine reconnaissance patrol. Ambushed by some 400 Cacos while crossing a river in a deep jungle ravine, the Marines managed to make it to shore, but lost 12 horses and the pack mule carrying their only machine gun. Arranging his Marines in a tight defensive perimeter, Daly returned to the river under the cover of darkness, knifing several Cacos along the way. Repeatedly diving in the river under fire, Daly recovered the machine gun and ammo and returned to the Marines' position. The gun was up and ready for the next attack before daylight. First Sergeant Daly was recommended for a third Medal of Honor for his famous actions at Belleau Wood, but was instead awarded the Distinguished Service Cross.

Sergeant Herman Hanneken, Corporal William Button

In October 1919, four years after Dan Daly distinguished himself in the jungles of Haiti, two more NCOs would also distinguish themselves in the same bandit-ridden jungles in clandestine fashion. Receiving permission to execute previously arranged plans for the capture of the bandit chief Charlemagne, St. Louis natives, Sergeant Herman Hanneken and Corporal William Button selected about 20 gendarmerie for this daring operation. Climbing about three hours in difficult mountain terrain and through country overrun with outlaws, they took position to observe bandit movements. After observing about 700 bandits moving to battle at Grande Riviere, the decision was made to capture the bandit chief in his camp where he remained to receive reports. Under the cover of disguises and aided by darkness, the small force succeeded in passing five of the six outposts guarding the enemy camp. This sixth was Charlemagne's personal guard. Advancing rapidly, they were suddenly stopped by guards. Hanneken opened fire, killing Charlemagne while Button turned his Browning light machine gun on the bandit guards, killing them all. The small force fought their way back to friendly lines, dispersing bands of outlaws returning from their unsuccessful attacks. Hanneken was promoted to 2nd Lt. in December 1919 and in another daring raid shot and killed Osiris Joseph, the chieftain bandit who succeeded Charlemagne. A year later, while serving his second tour of duty in Haiti, Sgt. Button would succumb to the effects of a more deadly enemy, pernicious malaria.

INSTRUCTIONS FOR THE SERGEANT AND CORPORAL (1779)

In his instructions, General Von Steuben first addressed the dress and arming of officer and enlisted leadership. In Chapter 2, he begins to lay out their responsibilities. In these responsibilities, he addresses the noncommissioned officers' duty as technical expert, instructor, and enforcer of military regulations. To the commanding officers, Von Steuben addressed the importance of selecting noncommissioned officers when he stated "The order and discipline of the regiment depends so much upon their behavior..." The instructions to sergeants and corporals more specifically details the duties of the NCO within the company while cautioning against the pitfalls of fraternization and hazing. These are timeless leadership practices as relevant today as they were during the transformation of the Continental Army in 1779.

JUDGMENT

In most human endeavors, there are options within our decisions. We process those options based on our time perspective and our values. We assess the potential outcomes and choose a course of action. As Marines, we use this ability to weigh facts and possible courses of action to make sound decisions. Making a choice can be as easy as what to eat or wear, things that we do almost instinctively. In our profession, however, there are choices that weigh more heavily. Those sort of mental and moral choices cannot be made purely on instinct. A large part of judgment comes from experience, which makes our training, drills, and education imperative. There is a judgment factor that has to be exercised in the maintenance of the standards of discipline. There are many conditions that will affect your decisions, and no hard and fast rule can be written to cover every situation. Sound judgment allows a leader to make appropriate decisions in the guidance and training of Marines.

When not to Salute

In some situations, the salute is not appropriate. In general, you do not salute in the following circumstances: •When a salute would interfere with routine work •When an officer has been saluted and they remain nearby without conversation •When indoors, except under arms - Naval service protocol does not call for saluting indoors when uncovered except for the return of uncovered salutes rendered first by Army and Air Force personnel. When uncovered, naval officers initiate salutes by coming to the position of attention (a hand salute is not rendered). •When carrying articles with both hands or being otherwise so occupied as to make saluting impractical •Anytime when rendering a salute is obviously inappropriate •When driving a vehicle •When in a public assembly, such as church or a theater •When in the ranks of a formation •When within sight of enemy soldiers

INTEGRITY

In today's society, where authority abuse is often the focus of media, your integrity must be unquestionable. The safeguard against lawlessness in any armed body is vested in the integrity of its leaders. When Marines know that their leader is absolutely opposed to the behaviors that violate professional values and will take forceful action to repress breaches in discipline, they will model the appropriate behavior as a group. When the leader turns a blind eye at any depredation by his Marines, it is no different than if the leader had committed the act. Integrity is the firm adherence to a code or standard of values in both words and actions. It must be a non- negotiable principle—it is the essential element of trust. Integrity is a trait learned through exercise and developed over time as the result of experience in dealing with people.

Inspiration

Inspiration is a personal example of high moral standards reflecting virtue, honor, patriotism, and subordination in personal behavior and in performance.

INTANGIBLE QUALITIES

It is the intangible qualities of esprit, discipline, cohesion, and individual courage that make one unit superior to another on the battlefield. High moral standards reflecting qualities of virtue, honor, patriotism, and subordination in personal behavior and performance are the inner qualities that mark leaders. It is the leader that instills these intangible qualities in their Marines.

PERSONALITIES

It is unrealistic to think that one style of leadership can be used effectively to obtain the desired results in every situation. Command is the projection of the leader's personality; therefore, leadership is closely related to one's personality. A leadership style that works well for one may not work well for another. Leadership styles are most effective when they implement the leader's own philosophy, temperament, when they fit the situation, the task, and the subordinate. A Marine's leadership style should promote all that is positive.

TACT

It may seem like tact is a strange leadership trait coming from an institution that is plain speaking, in your face, and aggressive. However, tact is the ability to communicate in a language that allows the listener to understand a message or meaning with proper motivation to act on it. It is the quality of dealing with others without causing or creating hostility and resentment. In instances where an NCO is expected to act decisively to maintain standards of discipline, tact and judgment should be utilized appropriately to the situation. Using tact enables the NCO to bring the matter to the attention of the individual without reference to higher authority. Choice of words, timing, and tone are important elements of tact. For example, waiting to correct a fellow NCO, or even subordinate Marine, until they have finished their period of instruction and pulling them aside is a tactful way to not undermine their authority. This allows the individual to go back and correct the error without losing credibility.

THE OBJECTIVE

John A. Lejeune stated that each leader must "develop within themselves those qualities of leadership, including industry, justice, self-control, unselfishness, honor, and courage which will fit him to be a real leader of men." The objective of Marine Corps leadership is to develop the leadership qualities of Marines to enable them to assume progressively greater responsibilities in the Marine Corps and society. Those qualities include: •Inspiration •Technical proficiency •Moral responsibility

THE NCOs OF MONTFORD POINT

John Martin, from Wilmington, Delaware, was recruited into the Continental Marines by Captain Miles Pennington in April 1776, becoming the first African-American to serve as a Marine. Isaac Walker and a slave named "Orange" were still on Captain Robert Mullen's company payroll as of 1 April 1777, and served during the battle of Trenton. Although these few men would serve in the Continental Marines it would be 165 years before others of their race would again see service as Marines. The door opened for African Americans to serve in all branches of the armed forces on 25 June 1945, when President Franklin D. Roosevelt issued Executive Order 8802. There is no question that the timing of the order was unpopular with Headquarters, Marine Corps which faced the necessity of expanding the corps to meet wartime needs. However, once the order was issued, the Commandant of the Marine Corps (MGen Thomas Holcomb) was determined to make it work. Only "talented officers and experienced NCOs" would be selected to conduct the training at Montford Point. The first African-American recruits who were hand selected to fill important billets at the end of their 180 days of training were as equally determined to make it work. Key to this success would be the role of these NCOs. Promotion to NCO was governed by experience, length of service, and demonstrated ability. Gilbert "Hashmark" Johnson and Edgar Huff were two Marines who stood out. Boot camp did not get easier as the white NCOs left. In fact, in testimony of those who served, it became rougher and stayed rougher. New boots started on the run and stayed on the run.

The Marine Corps was reestablished in __________ with the impending threat of war with France.

July 11, 1798. YES October 10, 1843. NO March 3, 1845. NO November 10, 1775. NO

Small Boats and Vehicles

Juniors enter first and take up the seats beginning forward, leaving the most desirable seat for the senior. Seniors enter last and leave first.

REPORTING

Juniors must immediately report in correct uniform when requested by a senior. If in the field, on the drill field, or on a parade ground, it is necessary for juniors to proceed and report on the double. When walking with a senior, walk to the left, one pace back, and in step with that senior. Report to a new command in the service "A" uniform. Ensure that you have your original orders and records along with all receipts pertaining to lodging and transportation.

VALLEY FORGE: CONTINENTAL MARINES (NCO EARLY HISTORY)

Just before the Battle of Trenton (1776), Major Samuel Nicholas was attached to the Continental Army with three companies of Marines and assigned to serve as both infantry and artillery under Colonel Cadwalader. In the fall of 1777, the Marines would follow the Continental Army into winter quarters at Valley Forge where Maj. Nicholas continued to assist Col. Cadwalader as muster master and quartermaster. During this period, Nicholas and the Marines would witness the great transformation of the Continental Army. Congress judged that prescribing some invariable rules for order and discipline of troops was inherently important and ordered that the decided regulations be observed by all troops of the United states. At this time, Marines were held to both Navy regulations, while at sea, and Army regulations, while on land. General Von Steuben's regulations remained the official military guide until the War of 1812. Its relevance can still be seen in modern use today especially in our recruit training.

__________ is the quality of displaying fairness and impartiality.

Justice

JUSTICE

Justice is a social value that involves one's relationship to society and to other people. It is learned long before a Marine steps on the yellow footprints. It is most commonly understood as fairness or impartiality. People understand and expect justice in practically all their dealings from the price of food, to personal relations, to being represented in a court of law. In today's society, trust in authority is eroding because of a perceived lack of justice. Our newest Marines come from this society wanting to believe in something greater. The only way they can do that is if you demonstrate it and set the example. The quality of displaying fairness and impartiality is critical to gaining the trust and respect of subordinates and to maintaining discipline and unit cohesion. The tenets of justice are relatively straight forward: don't play favorites, spread the work evenly, share the rewards equally, and give credit where and when credit is due. Timeliness is as important as the reward itself. Justice, consistency, firmness, and respect are the roots of discipline. Marines like to serve in well-disciplined units.

Which leadership principle requires you to master your MOS and your institutional role as a leader?

Keep your Marines informed. NO Seek responsibility and take responsibility for your actions. NO Be technically and tactically proficient. YES Train your Marines as a team. NO

Which leadership principle can be used to determine when closer supervision may be necessary and when to back off?

Know yourself and seek self-improvement. NO Know your Marines and look out for their welfare. YES Set the example. NO Train your Marines as a team. NO

How to build Morale:

Know ypur Marines, their motivations and aspirtations, and look out for theirt welfare. Be enthusiastic. Teach the profession of arms and demand perfection. Get your Marines into top physical condition. Keep your Marines informed. Develop a competitive spirit in all activities, but keep it healthy. Teach a belief in the mission, no matter how small or big. Instill confidence in your Marines and t heir leaders. Ensure that tasks are understood and supervised. Ensure that action is taken ppromply on complaints. Hand out compliments more than criticisms. Demonstarte concern for tyour Marines and their families. Identify and remove causes for misundferstandings or dissatisfaction.

KNOW YOURSELF AND SEEK SELF-IMPROVEMENT

Knowing yourself and seeking self-improvement is a basic tenet of life. To grow, one must continue to seek professional and personal development. Those who don't continue to grow are destined to repeat the same experiences with the same perspectives. Essentially, this person ends up with one year of experience that they have repeated four times in an enlistment. Make periodic personal evaluations to determine your strengths and weaknesses, using the leadership traits as your guide. Identify your two best leadership traits as well as your two weakest. Continue to apply your strong traits while working to develop the weak ones. Even the strongest unit counseling program cannot get to the layers of knowing you as well as you know yourself. The only way to achieve self-improvement is through critical self-analysis. Do you measure up to your own expectations and the expectations of others? Are you fulfilling your institutional and organizational roles?

KNOWLEDGE

Knowledge is power. It is the range of one's information which includes tactics, procedures, and personnel. Marine leaders must be technically and tactically proficient. A lack of knowledge creates gaps and weakens your unit's capabilities while evoking the so called "fog of war." Its absence often leads to inadequate results and mission failure. Through knowledge and training passed on by NCOs, your Marines have been prepared for each mission expected of them. This is one of the biggest strengths of the NCO community, and therefore one of their primary responsibilities. Educating and training subordinate Marines to successfully perform the mission has been the role of the NCO since their creation. Knowledge alone is not enough. Leaders must seek opportunities to apply their knowledge while continuing their own professional and personal development. A principle concern of leaders is how to present knowledge in a convincing manner that benefits members' understanding. The key is to ensure Marines have enough information to do their job intelligently.

Selling

Leader allows the subordinate to know why and what went into making a decision.

Participating

Leader presents the problem, gets input from subordinates, and makes the decision.

Delegating

Leader's goals, objectives, and restrictions must be clear to subordinates who make the decisions.

PROPER RELATIONS

Leaders are useless without followers and followers are useless without leaders. Leaders must treat followers as Marines and as individuals. Marines stripped of their dignity, individuality, and self-respect are destined for mediocrity and are potential problems. The leader must ensure that what is best for many can be achieved without cramping the individuality and initiative of those who follow. Leader-follower relationships should be consistent and must not fluctuate. The follower should know what to expect from the leader. Direct, intellectual conversation and exchange of humor is proper, but there is never a place for undue familiarity. Proper relations between the leader and follower have been among the foundations of effective military leadership since the beginning of time. We have to develop our understanding of it and practice it to get the same results achieved by all the great armies in history.

DIVERSITY

Leaders can achieve loyalty, obedience, and discipline without destroying independence. Marines stripped of their dignity, individuality, and self-respect are destined to mediocrity and are potential problems. Leaders' relations with all followers should be consistent, non-fluctuating, and reasonably predictable. Individual Marines are as diverse as the society they come from. Yet, while their personal values vary greatly they are guided by the same institutional values. A successful leader will find a way to connect through those personal values, placing them in relation to institutional values. The closer a Marine's personal values align to our institutional values, the more success they will achieve individually and as a unit.

MAKE SOUND AND TIMELY DECISIONS

Leadership often requires a rapid estimate of the situation and sound decisions to properly address issues. Making sound and timely decisions is a product of experience, professional development, and technical and tactical proficiency. Hesitation or reluctance to make a decision leads subordinates to lose confidence in your abilities and creates confusion and hesitation within the unit. Once you make a decision, stick with it unless it is obviously the wrong one. In that case, have the courage to revise it as soon as possible. Marines will respect a leader who can admit and correct mistakes instead of trying to bluff through a poor decision. Exercising your analytical decision-making early in your career will build toward a stronger ability to make intuitive decisions later. All decisions should be tied to personal and institutional values. Decisions made outside those boundaries may bring temporary gratification but long-term regret.

Command responsible for establishing environment to allow subordinates to apply these:

Leadership principles

PERCEPTION MATTERS

Leadership style is the behavior pattern of a leader, as perceived by their subordinates. Therefore, a Marine's leadership style is determined by the thoughts of their subordinates. A leader must be aware of this perception and how to best approach subordinates in various situations in order to influence, guide, or direct their activities. Leadership styles range from autocratic to democratic. Within this range, each style is determined by how much authority the leader chooses to keep and how much they choose to grant subordinates. The four most common leadership styles are: •Telling •Selling •Participating •Delegating

VARYING STYLE

Leadership styles will vary depending on the amount of authority the leader decides to use or delegate. For example, when a leader is dealing with inexperienced subordinates and has a mission to complete within a tight time line, the leader may use the telling style. On the other hand, when a leader has multiple tasks to complete, the delegating style could be a good choice. To exercise good leadership, a Marine must be consistent. However, their leadership style must be flexible since no one style is applicable for all situations.

Critical to holding ourself and others accountable:

Leadership traits

First in Combat 1967

MSgt. Josephine Davis would be the first women to earn the distinction of being decorated for her performance under hostile fire in 1965. Later, Master Sergeant Barbara Jean Dulinsky volunteered to serve in Vietnam and became the first woman Marine to serve in a combat zone when she stepped off the airplane on 18 March 1967. Traveling by bus with armed escorts through 30 miles of enemy territory, she was assigned to U.S. Military Assistance Command Vietnam Combat Operations Center in Saigon. There would only be 28 enlisted women and eight woman officers serving in Vietnam at any one time.

UNDERSTANDING DISCIPLINE

Marine Corps discipline is the state of order and obedience that results from training. It is not a collection of regulations, punishments, a state of subservience,or blind obedience. Discipline is the execution of orders resulting from intelligent, willing obedience rather than obedience based solely upon habit or fear. Leaders are responsible for the discipline necessary to produce orderly, coordinated action that triumphs over the fear, fog, and friction of operational commitments. Well-disciplined units flourish under all operating environments including combat. Punishments for breaches of discipline are sometimes necessary, but only when good order and discipline demand it. The NCO's key to discipline is establishing and maintaining standards. Everything we do in training is related to operational effectiveness whether it's choosing not to smoke at night, tool and equipment control, wearing personal protective equipment, or maintaining accountability. The Marine Corps' formidable reputation as an organization of disciplined warriors strikes fear in our enemies and confidence in those we protect. If that is lost, our reputation becomes blemished and we become less feared.

TRADITIONS

Marine Corps traditions helped create a fighting force that has become a recognized American institution. Our traditions perpetuate a long history of high standards, teamwork under stress, esprit de corps, and success in battle.

BEARING

Marine Corps values include maintaining a neat personal appearance and soldierly bearing. Marines with good bearing look, talk, and act like leaders. This is the essence of command presence. They create a favorable impression of carriage, appearance, and personal conduct at all times. Signs of great bearing include clear speech, an erect gait, and impeccable personal appearance. Body language speaks more about who you are than words. Your performance and bearing should be beyond reproach. While in uniform, never put your hands in your pockets, chew gum, whistle, smoke while walking, embrace or hold hands. You will never wear a cover while indoors, unless you are under arms. Walk with a sense of purpose and pride. You are judged daily by your subordinates, peers, seniors, and the American people by the way you project yourself. Your bearing says more about the Marine Corps than any of our traditions or honors.

ESTABLISHING PROFESSIONAL RELATIONS

Marine leaders assume an awesome responsibility that requires preparation. As General John A. Lejeune described, "Marine leaders are responsible for the physical, mental, and moral welfare of those in their charge." This type of relationship requires leaders to engage and care for their Marines. They sacrifice for those in their charge, which is why they take care of their Marines' needs before their own. They care about their subordinates' well-being, which means they also care about the professional and personal development of these Marines. To accomplish such development, leaders know where their Marines are from, what their goals are, and their strengths and weaknesses. This is not done through invasive leadership, but through observation and counseling. To build this relationship and establish trust, leaders must be of good character and learn to apply the principles of leadership while learning from their own experiences.

KEEP YOUR MARINES INFORMED

Marines are inquisitive by nature. Informed Marines perform better, take ownership, and demonstrate high levels of morale. Informing your Marines of the situation makes them feel like they are part of a team and not just a robot following orders. As an NCO, you are developing a high performance team, and just like any sports team, belonging is important. For everyone to feel like they belong, they must be continuously informed of the task and purpose. Command and control is the management of information. Information is passed on to subordinate billets through the chain of command and back up again. Withholding information from others because it was passed "personally" to you is a control issue that is driven by a lack of confidence. Subordinates must continually seek this type of leader out to get updates. This type of leader causes more friction than they eliminate to appear to be in control. Information will be passed through you as part of the chain of command. It is meant to be shared, not hoarded.

Marine Corps Ethos:

Marines come from all walks of life, but once young men and women earn the title Marine they undergo a transformation. They become Marines for life. Being a Marine transcends our differences and develops group values that bond our units in the chaos of intense operations. Marine Corps ethos: •Marines exist to fight and win wars. •Every Marine is a rifleman. •Marines are "soldiers of the sea." •Marines have an expeditionary mindset. •Marines have customs and traditions. •Marines provide selfless service. •Marines have core values. •Marines take care of their own.

Which of the following is an example of the Marine Corps' ethos? Select all that apply.

Marines exist to fight and win wars. YES Every Marine is a rifleman. YES Marines take care of their own. YES Every Marine is an infantryman. NO

BOARDING / DEBARKING A NAVAL VESSEL

Marines have been associated with soldiers of the sea since the beginning of maritime warfare. Many Marine Corps customs and courtesies are derived from many years of service afloat. Traditions and customs exert a profound influence upon behavior in the naval service aboard ships. Such customs, when understood and properly directed, produce unequalled discipline, distinction, and esprit de corps that has earmarked United States Marines since 1775. Naval service has certain time-honored customs worthy of respect. There is always time for their observance no matter how pressing duties become.

Formations Boarding and Debarking

Marines in formation going aboard or leaving the ship will face and salute the national ensign, but not the officer of the day. Since they are in formation, even though they may break ranks to file up the gangway, they are considered as a unit. The officer or NCO in charge will salute the officer of the day for the unit when boarding and debarking.

FORMS OF ADDRESS

Marines should be greeted by name and grade. If you are unsure of an enlisted Marine's name or grade, "Good morning, Marine," is appropriate, or, "Good morning, sir/ma'am," in the case of an officer. It is imperative that you are familiar with the common courtesies extended to officers and enlisted Marines.

ENTHUSIASM

Marines should have not only mastered the professional and technical requirements of their grade, they should display the enthusiasm and potential for increased responsibility. Enthusiasm is the display of sincere interest and exuberance in the performance of duty. Optimism that a task can be completed greatly enhances the likelihood that the task will be successful. It is the trait that inspires others to persevere. When Marines are enthusiastic about something, they are willing to sacrifice for it. Even when requirements are difficult, as many in our Service are, enthusiastic leaders know how to set aside the negative aspects of the mission and bring about positive energy in their unit. Enthusiasm is strongly linked to knowledge. A unit that has an understanding of its task is more motivated or enthusiastic toward its execution. Marines can read emotions. A leader displaying enthusiasm while carrying out an order, though they may privately disagree with it, increases the chance of success and reduces friction in the unit. However, if the same subordinate leader lacks enthusiasm in carrying out the order, it is the subordinate's lack of enthusiasm that has affected the outcome of the order vice any perceived flaw in the order itself. In this manner, NCOs have great influence on the outcome of the mission and the Marines.

Moral Responsibility

Moral responsibility is the personal adherence to high standards of conduct and the guidance of subordinates toward wholesomeness of mind and body.

Which indicator of leadership is the individual's state of mind within the unit?

Morale

MORALE VS. MOTIVATION

Morale is a fragile thing that tends to fluctuate even among the best units. Good morale is the confident, resolute, willing, often self-sacrificing attitude of an individual to do the tasks expected by the group. It is based on the pride of achievements of the group, faith in its leadership, and a devotion and loyalty to other members of the group. Motivation is an indicator of morale and has special significance to Marines. Motivation answers the question "why" individuals do what they do. What motivated them to act? It is based on the psychological factors of desire, impulse, and need. It stems from their individual system of values. High morale is accompanied by equally high motivation. Morale is three-fold: physical, mental, and spiritual. The goal is to develop these elements to instill confidence.

MORALE

Morale is the individual's state of mind. High morale gives the Marine a feeling of confidence and well-being that enables them to face hardship with courage, endurance, and determination. There are many types of behavior that will erode morale if not addressed. Many of these destructive behaviors are punishable under the Uniformed Code of Military Justice. As an NCO you have the opportunity to determine how far this erosive behavior goes based on the authority vested in you to control, reduce, or eliminate it in a timely manner. With this approach, you have the ability to sustain the morale of your Marines.

RESOLUTION (NCO EARLY HISTORY)

More than just our emblem was derived from the British Royal Marines. In the 17th and 18th century American colonists were notably a maritime people. England found the colonists to be well acclimated to service upon the sea and therefore, a large number were raised to serve the British fleet as Royal Marines. On 10 Nov 1775, as the Second Continental Congress resolved that two battalions of Marines be raised, numerous colonists possessed the training and experience that made them the best sort for an efficient Marine force. The resolution specified structure to include one colonel, two lieutenant colonels, two majors, and officers as usual in other regiments. "Other regiments" is a reference to land forces. Corporals and sergeants were included among these officers as they were in the British Royal Marines.

What is the oldest weapon in continuous use today?

NCO sword

Von Steuben states that the order and discipline of the regiment depends so much upon the behavior of whom?

NCOs

INITIATIVE

NCOs often work without supervision. Therefore, emphasis must be placed on being a self-starter. The Marine Corps style of warfare requires intelligent subordinate leaders with a penchant for boldness and initiative down to the lowest levels. To develop initiative in others, be patient with subordinates and tolerate honest mistakes. It is crucial to encourage boldness and initiative in spite of mistakes. Exercise care and thought in supervision. Over-supervision hurts initiative and creates resentment, while under-supervision will not get the job done. On the other hand, we should deal severely with errors of inaction or timidity. We will not accept lack of orders as justification of inaction. It is each Marine's duty to take initiative as the situation demands. In the absence of orders, take the initiative to perform actions you believe your senior would direct if they were present. Decentralized authority will only be given to those who demonstrate initiative and responsibility within the framework of the commander's intent and institutional values.

HOLD THEM RESPONSIBLE

Not only are subordinate leaders responsible for their personal actions, they are also responsible for the actions of those they lead. This is sometimes a tough message to get across to these leaders. Leaders must emphasize the core professional values of our leadership philosophy. Failure to step up and use one's authority does not relieve that person of responsibility. In fact, it creates a negative environment of double standards and the lack of enforcement establishes the acceptance of lower standards. This goes back to establishing a healthy command environment in that your subordinates know what is expected behavior. Our institutional and organizational standards have to be enforced. NCOs have been those enforcers since the beginning of organized militaries. The truly elite organizations and institutions have the best results due to these enforcers.

The tenets of justice include __________. Select all that apply.

Not playing favorites. YES Spreading work evenly. YES Sharing rewards equally. YES Not being the first one to eat. NO

SET THE EXAMPLE

Nothing frustrates a Marine more than the "do as I say, not as I do" attitude. That negative attitude is an abuse of authority and those who possess it lead only by rank. A leader who shows professional competence, courage, and integrity sets high personal standards for himself before he can rightfully demand it from others. Appearance, attitude, physical fitness, and personal example are consistently observed by seniors and subordinates alike. Everyone will know your expectations and where you stand. As a corporal, you are in the ideal position to influence the behavior of subordinate Marines and the image of the unit for better or for worse. Supporting institutional values promotes a positive form of peer pressure that is particularly effective in resolving conflicts that may arise from a lack of or floating standards.

RECONSTITUTING THE MARINE CORPS

On 11 July 1798, as war with France drew near, Congress would send President John Adams "An Act for Establishing and Organizing a Marine Corps." The act provided that, in addition to the military establishment, there should be raised and organized a Corps of Marines to be formed into as many companies or detachments as the President should direct with proper disposition of commissioned and noncommissioned officers. The total number of noncommissioned officers was limited to 48 sergeants, 48 corporals, and 32 drums and fifes. Should the Marine Corps be ordered by the President to duty on shore, the Commandant of the Marine Corps was authorized to appoint a sergeant major, quartermaster sergeant, and drum and fife major from the list of sergeants and musicians. At this time, the uniforms were changed from green with white trimming to blue with red facings. Sergeants wore two epaulets in addition to a brass- handled sword. Corporals wore a single epaulet and did not carry a sword. All noncommissioned officers wore a red plume of feathers in their hats.

CARRYING ON THEIR TRADITION

On 13 February 1943, women would again be called to service. Lucille McClarren of Nemacolin, Pennsylvania would be the first to answer the call, enlisting on the same day as the announcement. The authority vested in women Marine officers and NCOs was ambiguous. The stated policy said that it was limited to administration of Women's Reserve only. Even for male leaders, routine matters of discipline of women had to be brought to women officers. By 1944, the women's competence, self-assurance, sharp appearance, and pride won over many of the non- believers. The measure of a Marine became how well a person represented the Marine Corps and how well they did their job. The passage of the Women's Armed Forces Integration Act of 1948 demonstrated their unbowed determination and pride in the professional service to their country and our corps that resulted in women being allowed into regular uniformed service.

Corporal Robert G. Robinson

On 14 October 1918, Corporal Robinson became the first NCO in Marine aviation history to earn the Medal of Honor while flying combat operations over Belgium. The Marines were flying their first mission in their newly acquired DH- 4 and DH-9A aircraft against German-held railroads. Two aircraft became detached from the formation due to mechanical trouble and were attacked by 12 German fighters. The Germans, following their usual tactics, concentrated on one machine: the DH-4 piloted by Lt. Ralph Talbot and his expert gunner Cpl. Robert Robinson. Robinson quickly shot down one attacker, but two more attacked from below, shattering Robinson's elbow. After clearing a jammed machine gun, Robinson continued to fire with only one arm until he was hit twice more and collapsed from his wounds. Talbot maneuvered the aircraft to shoot down another aircraft before diving to safety. In an earlier mission on 8 October, Talbot and Robinson were attacked by nine enemy aircraft. Outnumbered during this encounter, Robinson shot down one of the enemy aircraft while Talbot maneuvered to safety. With his arm grafted back on by the surgeon-general of the Belgian Army, Robinson was honorably discharged in 1919 as a gunnery sergeant and was appointed a second lieutenant in the Marine Corps Reserve.

CAMP BASTION

On 14 September 2012, 15 insurgents breached a 30-foot-high chain-link fence at Camp Bastion and launched an attack against coalition forces wearing U.S. Army uniforms. On the darkest night of the year, the attackers split into three teams of five to destroy the aircraft positioned on the flight line and kill coalition service personnel sleeping throughout the compound. The first to be engaged by these attackers were Marine mechanics from VMM-161. Another group attacked the Harrier aircraft of VMA- 211, formerly VMF-211 of Wake Island. Seventy-one years after defending Wake Island, the Marines of VMA-211 were once again defending their airfield as infantrymen. Major Rob McDonald, the Executive Officer of VMA- 211, and former enlisted Marine, led six counter attacks on the ground killing four insurgents and wounding another before finding a radio and directing close air support on the other targets.

Heroism 1953

On 7 August 1953, Staff Sergeant Barbara Olive Barnwell of Kansas City, Missouri became the first female Marine to be awarded the Navy and Marine Corps Medal for heroism for saving a fellow Marine from drowning in the Atlantic Ocean near Camp Lejeune in 1952. While swimming offshore, she heard the cries for help from a male enlisted Marine. Without thought for her own safety, she quickly swam to the near hysterical man and was pulled underwater several times before securing a hold on him. As he fought and scratched her, she swam with the man in tow to shallow water where she was assisted by a lifeguard.

THE FIRST FEMALE NCOS

On 8 August 1918, the Secretary of the Navy gave General Commandant George Barnett authorization to enroll women in the Marine Corps Reserve for clerical duties to replace men who may be qualified for active field service. Opha Mae Johnson enrolled on 13 August 1918, and became America's first female Marine. A total of 305 women would be enrolled in the Marine Corps Reserves and were trained by male drill instructors on the Ellipse behind the White House. The women had to work hard to prove themselves. Promotions for time in grade, time in service, and conduct becoming of a woman were worn with pride. By the end of the war, the senior enlisted woman with the rank of sergeant was Opha Mae Johnson. With the signing of the Armistice on 11 November 1918, the urgent need for support had come to an end. By 15 July 1919, orders were issued to transfer "all reservists on clerical duty" to inactive status.

APPLICATIONS

Once we recognize the elements of leadership it is important to understand the applications of authority, responsibility, and accountability. These three applications of leadership are essential in understanding both the power and limitations of your position as a subordinate leader in our institution. More importantly, how you wield these applications establishes your credibility as a leader in the eyes of both your seniors and subordinates.

CEREMONY

One of the cornerstones of Marine Corps customs, courtesies, and traditions is our execution of close order drill and ceremonies. These traditions are perpetuated from one generation to the next through constant use and practice. As a profession of arms, ceremonial duties are written deep in our history. It is not coincidence that among the units famous for ceremonial prowess and spit-and-polish are also to be found some of the world's most formidable fighting forces. The hallmark of these elite fighting forces is that they are as good on parade as they are in the field or in the attack. A few examples include the Roman Legion, the Spartans, the Foreign Legion, and others. The Marine Corps has long enjoyed a worldwide reputation for sharp appearance and soldierly performance of duties. This reputation is enhanced by continually demonstrating that our execution of peacetime functions is excelled only by our performance in battle. The preservation of traditional discipline, our customs and courtesies, and the heritage of our corps is our duty. Today, as a foundation for developing discipline and esprit de corps, we continue the tradition of excellence associated with drill.

Telling Style:

One-way communication characterized by the leader making a decision and announcing it without input from subordinates. In a crisis, the leader is expected to be an authoritarian. As the leader, Marines are expected to always be ready to step to the forefront and take control of any given situation. As warfighters there will be times that we will make decisions without input from subordinates, especially during tense or dangerous situations. Situationally based, this style of leadership depends in large part on the experience and initiative levels demonstrated by subordinates. Early in a relationship it may be necessary to leverage this style of leadership more often to develop a sense of understanding between the leader and the subordinate.

The command "Carry, SWORD" can only be given from the halt while at ________. Select all that apply.

Order sword. YES Parade rest. NO Present arms. YES Eyes right. NO

UNDERSTANDING COURAGE

Ordinary men and women who showed extraordinary leadership and courage, both physical and moral, shaped and continue to shape our heritage. Courage is the single most inseparable aspect of leadership in the profession of arms. No man or woman lacking the foundation of courage in the profession of arms will be allowed to lead, they will have no followers regardless of their rank. Courageous leaders do what is right despite potential criticism or physical danger. It is not the absence of fear, but the ability to act smartly in the face of it. Three reasons Marines are able to overcome fear and fight are: •Marines are well trained and well led. •Marines have convictions that sustain their will to fight and sacrifice. •Marines fight for each other. The fear of letting a fellow Marine down is more powerful than the fear of death. NCOs must foster these items to develop unit courage.

Personal values should align with __________ to help maintain the right balance in the profession of arms.

Organizational values. YES Religion. NO The uniform code of military justice. NO Personal beliefs. NO

TODAY'S TRAITS

Our profession is dead serious when it comes to the requirements of effective leadership—it has to be. The application of the leadership traits and principles by Marines who understand the concepts of authority, responsibility, and accountability have been instrumental in making the Corps the effective fighting force it is today. If a Marine devotedly pursues attainment of all the leadership traits described, they will unequivocally set a great example. Analyze yourself to the point that you know yourself, your traits, and your strong and weak points for the best performance and success.

FORCE IN READINESS

Our unique role as the nation's force in readiness along with our values, enduring ethos, and core competencies will ensure that we remain highly responsive to the needs of the combatant commander in an uncertain environment and against irregular threats. To maintain our place as America's 9-1-1 force, NCOs must continue to act like NCOs have acted since the time of the Roman Empire, expecting no nonsense and allowing none. Our primary mission is to fight and win. To do this effectively, we must have a common set of values and an ethos that bond us as a cohesive team just as any high performance team has done across all professions throughout history. Our ethos sustains us by guiding our beliefs and behaviors through the trials and tribulations of the nature of war. NCOs must ingrain Marine Corps ethos in Marines long before they step foot on foreign soil. Every Marine is an ambassador to our Corps and our nation.

SALUTING

Over the centuries, men-at-arms have rendered fraternal and respectful greetings to indicate friendliness. In early times, armed men raised their weapons or shifted them to the left hand while raising the empty right hand to give proof of their friendly intentions. Medieval knights would raise their helmet visor with their right hand when encountering friendly knights. This gesture survives today as the hand salute, a traditional greeting among members of the armed forces of all nations. As Marines, you will salute the national colors and all officers of any of the armed forces of the United States or of friendly foreign governments. The hand will be raised to the lower part of the headgear, above and slightly right of the right eye in one count with the fingers and thumb extended and joined. The upper arm should be parallel to the deck, elbow in line with the body, and forearm at a 45-degree angle. The wrist should be in line with the forearm. The head and eyes can be turned toward the colors or person. The salute should be rendered between 6-30 paces. When walking it is not necessary to halt.

Personal Values:

Personal values are the basic ideas about the worth or importance of people, concepts, or things. Personal values are not necessarily equal and don't have to be. Personal values may include fitness, education, religion, family, finances, food, cars, sports teams, character traits, and entertainment. These personal values are used to weigh alternatives when making our decisions, conscious or unconscious. Ultimately, leaders look to influence these personal values to provide a healthy balance. For example, if a person values family more than fitness they will make decisions constantly that focus on family and over time they become run down and out of shape. Almost all human values can be relative or varying in degrees, but life itself is not. When a personal value conflicts with the value of life, it becomes unhealthy. If it conflicts with the life value of others, it becomes immoral. No one should pursue happiness at the direct expense of another. Organizational values align with personal values and help maintain the right balance.

COURTESIES

Persons who live alone can behave more or less as they choose, but persons who live and work alongside others must behave in a manner that is respectful of the human dignity and rights of those around them. Military courtesy is the traditional form of politeness in the profession of arms. Military courtesy embraces much more than the salute or any other ritual. Courtesy is summarized by "the golden rule" and must be accorded to all ranks and on all occasions. It is the prerequisite to a disciplined state of mind. The Marine Corps has always stood at the top of the services in its full and willing observance of the twin virtues of soldierly conduct and discipline.

Mental Morale:

Physical and mental morale are closely related. History is replete with examples of Marines who continue beyond the point of physical exhaustion because they had the mental willpower to persevere. Many battles have been lost when the leader determines that he is defeated. Those who persevere win. Anxiety and fear of the unknown are the enemies of mental readiness. Leaders can combat these psychological enemies by keeping their Marines informed. The mind deals better with the known, no matter how horrible, than with the unknown. Mental readiness also includes the ability to make sound, timely decisions despite exhaustion, hunger, or fear. Professional military education combined with challenging realistic training are critical to building mental morale.

__________ is necessary in the profession of arms to make difficult decisions associated with war.

Physical fitness. NO Moral courage. YES Influence. NO A leadership billet. NO

Are these features of the NCO sword?

Pommel. YES Grip. YES Quillon. YES Ricasso. YES

Establishes trust through demonstrated good character and applied principles of leadership:

Professional relations

PROFICIENCY

Proficiency is defined as the technical, tactical, and physical ability of the individual and unit to accomplish the mission. It is the knowledge of military sciences and the skill in their application. Marines should not be satisfied with their professional growth until they know everything about their own job and the job of the next senior Marine. This is a building block approach to mastering one's MOS. It becomes a matter of integrity to strive to obtain all the knowledge and skill necessary to meet any challenge or responsibility successfully. Unit proficiency is the sum of the skills welded together by the leader into a smooth functioning team. Proficiency results largely from training. Therefore, much of the leader's time is spent supervising training.

Which indicator of leadership is an individual's state of mind within the unit?

Proficiency. NO Dependability. NO Morale. YES Discipline. NO

Responsibility

Responsibility is the obligation to act and answer for one's actions either to seniors or subordinates. It may include assigned tasks, equipment, personnel, money, morale, and leadership. Responsibility is an integral part of a leader's authority. At all levels of command, the leader is responsible for what the leader's subordinates do or fail to do, as well as the physical assets under their control. Ultimately, Marines are morally and legally responsible for their individual actions. But, the Marine Corps Manual states that the individual's responsibility of leadership is not dependant upon authority. All Marines are expected to exert proper influence upon their comrades by setting the right examples.

Understanding your strengths and weaknesses, your ability to communicate, and your own values are areas of what element of leadership?

Self

Background, experience, personal goals, and spirit are important areas of the __________ element of leadership.

Self. NO Authority. NO Situation. NO Troop. YES

The __________ style of leadership allows the subordinate to know why and what went into the decision-making process.

Selling

The responsibility for maintaining the customary and traditional standards of conduct between subordinates and seniors lies with the ________.

Senior

Weapons Distinction 1999

Sergeant Virginia Guveyan was part of the winning rifle and pistol team that won the national championship in 1958. Although other countries had used female snipers during World War II and women Marines had served on the famous Marine Corps Rifle and Pistol Team, it wasn't until 1999 that the Marine Corps would open the doors of the Designated Marksman School to women Marines. Sergeant Kelly L. Anderson is the first female to successfully complete Designated Marksman School at Fleet Combat Training Center Dam Neck, Virginia.

INHERITANCE

Silent to the ear, the Marine ethos speaks to the nation's heart. It is a commitment to those who have gone before us and a promise to those who will follow. We have inherited the trust of our nation based on the selfless acts of valor and determined actions that generations of Marines on distant shores and bloody battlefields have earned. This trust is the guiding light of our ethos. NCOs, regardless of their MOS, must manifest our core values, mentor their subordinates, and live the Marine ethos through shared responsibility. Our ethos must be woven through the very fabric of our being. You earn the right to wear the title United States Marine every day.

YOUR DUTY

Simply holding a billet does not make one a leader. Leaders must have followers. When leaders become casualties (combat or non- combat related), someone must be ready to step into their shoes. If you have not worked on developing your own abilities, you will fail those you are meant to lead. Your subordinates are in the formative period of their lives. You owe it to them, their parents, and the nation that when they are discharged from the service they are far better people physically, mentally, and morally than when they enlisted. Basically, we have a moral obligation to develop our Marines into better all-around people. A big part of this process is to develop their character to enable them to lead. That is where you come in.

SKIPPER:

Skipper, a common term in naval terminology, is reference to a Marine captain. It is more proper when used to address a captain company commander. Aboard ship, or at sea, the term skipper is reserved for the captain of the ship.

DESIRABLE BEHAVIORS

Some actions are traditionally considered right or wrong, good or bad, by Marines. Keeping in mind the values and the standards which we have in the Marine corps, we are able to come up with a list of desirable and undesirable actions which characterize Marines. Desirable behaviors: •Doing one's job well without complaining •Setting a good example and displaying strong virtuous qualities of leadership, such as honesty and integrity •Working together as a team to accomplish the mission

Spiritual Morale:

Spiritual morale is the resilience to meet the demands and harsh realities of Marine Corps service when faced with the nature of war. Every person, regardless of religious beliefs, has a spiritual reservoir. From this reservoir, we draw strength in the face of difficulty. In combat, Marines face privation, uncertainty, fear, and death. Outside of combat, Marines face personal stresses, often compounded by deployments and family separation. Marines must occasionally replenish their spiritual reservoir to prevent breaking. It prevents them from freezing up, becoming apathetic, and feeling hopeless. Marine leaders must know their Marines to recognize when they are showing signs of spiritual depletion and ensure that they get the replenishment needed before it's too late.

Technical Proficiency

Technical proficiency is the knowledge of the military sciences and skill in their application.

Which form of decision-making gathers all possible fact weighing options to maximize the outcome?

Telling. NO Participating. NO Intuitive. NO Analytical. YES

THE STRATEGIC CORPORAL

The 31st Commandant of the Marine Corps, General Charles Krulak, claimed the strategic corporal is the key to the three block war concept. With the increasing nature of the Marine Corps crisis response role, it was clear to Gen. Krulak that the modern battlefield would find Marines facing the challenges of full-scale combat operations, peace- keeping operations, and humanitarian aid all in the space of three city blocks. To be successful, the small unit leader must be capable of independent action while making major decisions in support of national strategy. Those decisions have the impact of life and the success of our corps. To develop the strategic corporal, honor, courage, and commitment must be emphasized. Strong character with a life-long commitment to professional development is crucial.

TIME HONORED

The Marine Corps is the finest fighting organization in the world. It is imperative that all Marines understand our customs, courtesies, and traditions to ensure the pride and discipline that maintains a highly motivated and proficient unit. Our customs are passed along during training in schools, at home, and in our units. Teaching, reinforcement, and sustainment of these lessons can take place in the field, in garrison, or at formal school settings. The environment should not be considered an obstacle. These customs, courtesies, and traditions play a significant role in the establishment of moral values in our institution. These are special characteristics that set our Marine Corps apart from all other military services. When properly applied, they foster morale, motivation, discipline, and esprit de corps, which are essential to teamwork, particularly under stressful conditions.

DUTY AND SOCIAL CONTACTS

The Marine Corps policy regarding fraternization is the product of naval service customs. The Marine Corps specifically, and military society in general, has historically imposed social constraints on personal relationships between individuals of different rank, grade, or position. The purpose is to promote good order and discipline, provide an environment of mutual respect and confidence between juniors and seniors, prevent perceptions of impartiality, and preserve the integrity of the chain of command. Von Steuben wrote "By avoiding too great familiarity with the men, they will not only gain their love and confidence, but be treated with proper respect, whereas by a contrary conduct they forfeit all regard, and their authority becomes despised." The responsibility for maintaining the customary and traditional standards of conduct lies with the senior. The line between acceptable conduct and fraternization will not be crossed unless the senior allows it to happen.

BEARING

The Marine Corps prides itself in the appearance of individual Marines. As a Marine, it is your responsibility, on and off duty, to maintain the Marine Corps reputation for smart, professional, and correctly worn uniforms. The way you carry yourself as a Marine says as much about the Marine Corps as any tradition or honor. While in uniform, never put your hands in your pockets, chew gum, whistle, smoke while walking, embrace or hold hands with another.. Additionally, Marines never wear a cover while indoors, unless under arms. You are responsible for knowing these regulations and setting the example through strict compliance and enforcement. You are judged daily by your subordinates, peers, seniors, and the American people by the bearing you project.

NCO SWORD AUTHORIZATION

The Marine NCO sword is authorized for use by all enlisted Marines in the grade of corporal through sergeant major. Marines in the grade of lance corporal through private may be trained in the use of the sword for motivational purposes. However, the use of the NCO sword by Marines in the grade of lance corporal and below for parades, reviews or other ceremonies is expressly forbidden. The use of the NCO sword is not authorized for use in the utility uniform. However, for instructional purposes, unit leaders may authorize the use of the sword in utilities for rehearsals and unit training only.

In developing the quality to inspire, we look for __________.

The ability to make decisions promptly and to announce them in a clear, forceful manner. NO Personal examples of high moral standards reflecting virtue, honor, patriotism, and subordination. YES The ability to use punishment to correct disobedience to the rules governing the profession of arms. NO Highly educated individuals who possess a likable character and can interact with subordinates on and off duty with relative ease. NO

CHAIN OF COMMAND

The chain of command is the unit. It exists to provide lines of communication and structure to accomplish missions in the most efficient manner possible while taking care of the troops assigned to it. As a subordinate leader, that starts with you. Teach your subordinates what to do. •Set standards and goals that can be met. •Instruct on when and what you want done while trying to avoid "the how." •Give them responsibility and let them work it out. •Recognize achievement with frequent verbal and written encouragement. •Give those that demonstrate potential increased responsibility. •Insist on the use of the chain of command. •Hold subordinate leaders responsible for their actions under you. •Delegate authority commensurate with your responsibility. •Encourage decision-making and problem-solving at the lowest levels.

PARADE REST

The command is "Parade, REST." This command is normally given from order arms and is a one count movement. On the command of execution "REST," move the left foot smartly 12 inches to the left. At the same time, lower the point of the sword to the deck, placing the left hand behind you just below the belt. If given from carry sword, go to order sword on the preparatory command "Parade." •RETURN TO ORDER The command is "Platoon (Company/Detail), ATTENTION." Executed in one count, on the command of execution "ATTENTION," bring the left heel smartly against the right and drop the left hand back to the side. Raise the blade to a point three inches above the deck.

LEADERSHIP PRINCIPLES: DAILY USAGE

The command is responsible for creating a climate that allows junior leaders to effectively apply Marine Corps leadership principles. It is the subordinate leader's responsibility to apply them in the daily functions of the unit. Every Marine knows or remembers some of these principles, but many do not consistently and universally apply them in their daily routine. Being able to regurgitate the principles for a meritorious board is not enough. To develop yourself as a leader, you must test the application of these principles and understand how to use them. Our ability to overcome obstacles depends on leaders who can use leadership principles to reduce them.

DRAW SWORD

The command to draw sword is "Draw, SWORD." On the preparatory command "Draw," grip the scabbard just below the frog with the left hand. Tilt it forward to form an angle of 45 degrees with the deck. At the same time, reach across the front of the body and grasp the sword grip with the right hand; draw the sword about 10 inches from the scabbard until the right wrist and forearm are straight and parallel to the deck. The left hand holds the scabbard against the side. On the command of execution "SWORD," draw the sword smartly, raising the right hand to its fullest extent, directly to the front at an angle of about 45 degrees. The sword should be in a straight line with the arm, true edge down. The left hand releases the scabbard and drops to the side. Pause for one count. Bring the false edge of the blade against the shoulder seam, blade vertical, back of the grip to the rear, and the arm nearly extended. The right thumb and forefinger embrace the lower part of the grip, with the thumb against the trouser seam, and the remaining fingers joined in a natural curl behind the end of the hilt. This is the position of carry sword.

RETURN SWORD

The command to return the sword to its scabbard is "Return, SWORD." On the preparatory command "Return," raise the right hand and sword to a position six inches in front of the neck as in the first count of present sword. At the same time, grip the scabbard just below the frog with the left hand. Tilt the scabbard forward to form a 45-degree angle with the deck. Pause for one count. Lower the sword point to a position just above the opening of the scabbard while at the same time looking down to guide the point into the opening. Lower the sword into the opening until approximately 10 inches of sword remain outside the scabbard and the wrist and forearm are parallel to the deck. When this position is obtained, raise the head back to attention. The left hand holds the scabbard against the side. On the command of execution "SWORD," push smartly down on the sword. Then bring the right hand smartly back to the right side while releasing the scabbard with the left hand.

Decantus (History)

The decantus was the first rank a legionary could be promoted to. Supervising a section of eight men, they oversaw camp set-up and training while enforcing personal hygiene and maintenance of equipment. They were identified by two feathers attached to the side of their helmets.

AN NCO MAKES THE DIFFERENCE

The evolution of the NCO from traditional supporting figure to empowered leaders has been a thoughtful institutional investment. Today's NCOs benefit tangibly from the legacy of those who served before. Knowledge, skill and abilities of enlisted leadership have been reevaluated and adapted for current and future requirements. As an outcome of this effort NCOs are now empowered to assume added roles and responsibilities with the accountability once reserved for commissioned officers in each Service.

Physical Morale:

The goal of physical morale is to develop the strength and endurance necessary to prevail in hazardous environments, such as combat. Leaders must ensure their Marines are functionally fit to carry out their duties whether they are carrying heavy loads over rugged terrain, lifting artillery rounds, loading missiles on aircraft, or embarking equipment on vehicles. Strength alone is not enough. Marines must develop the endurance to perform these tasks repeatedly in extreme environments. Marines who are not up to the physical challenge become a burden on their fellow Marines and eventually erode physical and mental morale.

Selling Style:

The leader presents a decision and invites questions and comments. This style allows subordinates to know why and what went into the decision-making process. Although this style only allows minimal participation from subordinates, it provides an avenue for better understanding, and when effectively used, it can further motivate those executing the plan. Remember, perception is the key. When leaders take subordinates into their confidence and foster two-way communication, a degree of trust and respect is formed both ways.

DEMONSTRATED LEADERSHIP TRAITS

The leader that shows professional competence, courage, and integrity sets high personal standards for themselves and can rightfully demand it of others. By constantly pursuing attainment of all the leadership traits and establishing the daily incorporation of the leadership principles, a leader will unequivocally set a good example. Through our bearing and example, we influence those around us without ever saying a word. To a young Marine looking for positive leadership examples it could make a significant difference. In a small institution, reputations are often earned through mere observation. Someone is always watching and listening. While we know perfection is beyond the grasp of any mortal hand, we should still try to attain it and be aware of our needs and capabilities to improve ourselves.

HISTORY OF ORGANIZED RANKS

The leadership position of the Marine NCO did not begin with the birth of the United States Marines Corps. This position evolved over centuries of military action and was influenced by different cultures. Historically, armies consisted of officers and groups of men they enlisted to be in their charge. As the first professional army in history, the Roman Legion formalized a military rank structure that recognized subordinate ranks to the centurion who was the equivalent of today's company commander. These individuals assisted the centurion in the running of the unit.

EFFECTIVE FOLLOWERSHIP

The most effective follower is the individual who has proven leadership abilities and who is loyal, dependable, obedient, and dedicated to uphold their responsibilities. They perform their duties to the best of their ability, as well as exert positive influence upon their fellow Marines. Marine Corps officers cannot pick and choose the orders they will or will not follow. Enlisted Marines do not possess that privilege either. We find a way to accomplish the mission while incorporating our institutional and organizational values. We turn plans into action. The follower must have a personal commitment to the successful completion of their mission or assigned task. They accept the necessity for compliance and are committed to placing the needs of the unit and others above their own. Effective followers are good listeners who display the initiative to predict future needs and requirements and prepare appropriately for them.

MARINE CORPS MOTTO

The motto of our Corps is Semper Fidelis, always faithful. It demonstrates our loyalty to our nation, our corps, and to one another. The motto was adopted in 1883. Prior to 1883, there were other mottos that were more traditional than official. •1775 - Recruiters, along with drum and fife, conducted area canvassing in the streets of Philadelphia. The drum had a rattlesnake coiled with the motto, "Don't Tread on Me," that caught the eye of Benjamin Franklin and was later used as the first American battle flag. •1812 - Fortitudine (with fortitude) •1848 - When Marines returned to Washington D.C. from the Battle of Chapultepec, the people presented Archibald Henderson with a blue and gold standard with the motto: "From Tripoli to the Halls of the Montezumas." This motto would later be adapted into the Marines Hymn. •1875 - Along with the eagle, globe, and anchor, Jacob Zeilin acquired the British Royal Marines' motto Per Mare, Per Terrem which translated to, "By land, by sea," but McCawley changed the motto to the more original "Semper Fidelis" in 1883.

NCO SWORD FEATURES

The oldest weapon in continuous use today, the NCO sword, has come to symbolize martial leadership. Those who carry it must bear the burden of continuing the heritage which has been passed down through the pages of history by the men who once used their blades in earnest. The NCO sword has only minor alterations from the earlier sword. •Leather has replaced the fish skin grip. •USMC is etched on the reverse side instead of U.S. •It no longer has issued numbers etched on the counter guard above the grip. •The frog replaced the sling in 1948.

Gunnery Sergeant John Basilone

The only enlisted Marine to be awarded the Medal of Honor and the Navy Cross for heroism is Gunnery Sergeant John Basilone. Sgt. Basilone manned a machine gun position just south of Henderson Field on Guadalcanal. On Sunday night, 25 October 1942, the Japanese concentrated their attack on Basilone and his teams. For two days the enemy flung themselves at the Marine positions defended by Basilone's machine gun section. With 12 of his 15 Marines out of action, "Manila" John repaired guns, collected ammunition, and continued to cut down enemy soldiers in pure darkness. The bodies piled up so high in front of his position they had to be knocked down to clear fields of fire. When ammunition ran out, Basilone held off the last of the enemy attackers with his .45 pistol. The Japanese forces had been virtually annihilated before Sgt. John Basilone's position. After being awarded the Medal of Honor for his actions and a short War Bonds Tour in the states, John requested to return to the Pacific. With another machine gun squad, John landed at Red Beach II on Iwo Jima. Facing heavy bombardment and machine gun fire from the enemy, GySgt. Basilone inspired Marines to get off the beach, guided a tank through a minefield, and attacked and destroyed an enemy blockhouse before being killed by a mortar at the edge of the airfield. He was posthumously awarded the Navy Cross.

Optio (History)

The optio was the centurion's second in command and oversaw all training of the century. In battle, the optio commanded the rear of the formation and was identified by a white and black plume and the wooden staff he carried to enforce orders.

Marine Corps leadership development begins by teaching __________.

The position of attention. NO Physical fitness. NO Followership. YES History and traditions. NO

ENDURANCE

The quality of withstanding pain during extreme conditions to improve stamina is crucial in the development of leadership. Leaders are responsible for leading their units in physical endeavors and for motivating them. It was the NCOs at the Frozen Reservoir that maintained march discipline within the units that overcame such insurmountable odds. Endurance is the mental and physical stamina measured by the ability to withstand pain, fatigue, stress, and discomfort. The strength of mind far outweighs any physical capability. Marines must be physically strong and capable of perseverance. NCOs must develop this level of endurance in themselves and their units.

Which of the following are included in the observance of the Marine Corps birthday? Select all that apply.

The reading of Gen. John A. Lejeune's birthday message. YES Cake-cutting ceremony. YES Toasts. NO Troop formation. YES

Accountability is __________.

The reckoning wherein the leader answers for their actions and accepts the consequences, good or bad. YES The certainty of the proper performance of duty. NO The mental quality that recognizes fear of danger or criticism but enables a Marine to proceed in the face of it with calmness and firmness. NO The legitimate power of a leader to direct subordinates to take action within the scope of the leader's position. NO

MORAL COURAGE

The responsibility for the preparation of future combat-ready Marines is an epic moral responsibility. At times, Marine leaders must make difficult decisions in garrison. These choices will place them in an unfavorable position with either subordinates or higher authority. Ethical choices often involve a moral dilemma: the necessity to choose between competing obligations. Regardless of the circumstances, the Marine Corps expects the NCO to make the ethically correct choice and be accountable for failure to do so. Even the best-trained Marine's performance depends on the leadership and courage demonstrated by their leaders. A unit led by an able and aggressive leader who commands respect by the example they set will not only perform any task asked of them, but will out-perform all others. Moral courage can mean remaining at one's post under extremely difficult conditions or simply reporting information accurately. This is fundamental to trust and teamwork.

Signifier (History)

The signifier was the treasurer and also carried the "standard," a medallion decorated staff that identified the company rally point. He was third in command of the century and wore a draped bear's hide.

ORIGIN OF TERMS: CORPORAL

The term corporal is derived from 15th century Italy. The Italian army's main tactical formation was the squadra which translates into square. The squadra was commanded by a reliable veteran known as the capo de squadra, or head of the square. A hundred years later, during the 17th century, the term was shortened to caporale. At that same time, the French picked up the term pronouncing it in various ways, one of them being corporal. By the 17th or 18th century, the British adopted the rank of corporal. In 1803, when they began using chevrons, British corporals received two stripes. During the American Revolution, both British and French regulations influenced the military structure of the continental forces.

ORIGIN OF TERMS: SERGEANT

The term sergeant began as serviens, Latin for servant, to a knight in 13th century France. The serviens were experienced warriors that rode horses, but were not wealthy enough to afford all the equipment and retainers to qualify as a knight. Serviens would be called upon to take charge of a group of serfs forced to serve in the army. They were responsible for conducting training, leading serfs into battle, and keeping order. At the time it was an occupation, not a rank. The English adopted the word from the French and began pronouncing it SAR-gent. The colonies continued to supply both soldiers and Marines to the British empire. Therefore, when the American colonies created their own military it was only natural to include the rank of sergeant. Over the years, technical advances and many different duties and responsibilities have led to several grades of sergeant.

Tesserarius (History)

The tesserarius was the head of the guard, keeper of the watch, and second in command to the optio. This noncommissioned officer oversaw fatigue and guard duties for the company.

Warrior Ethos:

The warrior ethos embodies certain virtues: courage, honor, loyalty, integrity, selflessness, and others that most warrior societies believe must be instilled in every member. Discipline is the foundation of the warrior spirit. It is a way of life that drives those in the profession of arms in their personal and professional development. To overcome the demanding nature of war one must master mental, moral, and physical discipline. Through coaching, counseling, and mentoring, NCOs strive to develop these three disciplines in their own character and within the character of their subordinate Marines.

Cpl. Kyle Carpenter

The youngest living Medal of Honor recipient .

ACTION

Theory can be taught, but there is no measure of leadership except action. To carry out the roles and responsibilities of an NCO, act decisively and hold others accountable; these traits are critical. We are a diverse culture within American society, and through that diversity we gain strength. To lead, there must be a passion for the work and for the people doing it that transcends societal bias. The individual Marine's responsibilities for leadership are crucial; it is not dependent on command or authority. Marines who develop these traits within themselves gain influence beyond their billet and rank. Knowledge is only power if it is applied and refined on a continual basis. By leading yourself well, you will eventually gain the opportunity to lead others.

Entitled to Salutes

There are certain appointed or elected civilian members of our national and state governments who warrant customary salute: •President of the United States •Vice President of the United States •State governors •Secretary of Defense •Senators and congressmen •Secretaries of the Army, Navy, and Air Force •Assistant secretaries of the Army, Navy, and Air Force Among members of friendly foreign governments: •Heads of state •Ambassadors •Ministers of defense (or other civilian leaders of defense and their assistants at or above the Assistant Secretary of the Army, Navy and Air Force) In special situations: •Enlisted Marines may give and receive salutes from other enlisted Marines when in formation or rending reports.

MEASURING LEADERSHIP

There are four characteristics of a unit that indicate success or failure in its leadership: in your leadership. •Morale •Discipline •Proficiency •Esprit de corps These indicators can be used to gauge the measuring of leadership effectiveness in any unit to determine leadership training requirements. By using these indicators as an evaluation tool, leaders can determine their unit's leadership need and develop a plan to fulfill those needs.

APPLYING THESE PRINCIPLES

There is an expression of special trust and confidence in your promotion warrant. "All personnel of lesser grade..." It is a recognition of your fidelity and ability to lead. Your ability to execute these leadership principles determines your ability to lead. Only the noncommissioned officer is in a position to give the close, constant, personal type of leadership that makes good teams truly great. When you have provided your unit with that type of leadership, you will have accomplished your mission and commanded the willing obedience and respect of the United States Marines placed in your charge. There is no other satisfactory reward, anywhere.

TEST

Though not a rigid test, normal social or business relationships between Marines within the following six divisions do not constitute fraternization. However, a relationship within a particular group such as instructor-student would be considered fraternization based on the position of authority vested in the instructor. Divisions: •General officers •Field grade officers •Company grade officers •Staff noncommissioned officers •Noncommissioned officers •Junior enlisted Marines

DUNHAM, MEYER, AND CARPENTER

Through the nature of their charge, NCOs bear tremendous responsibility for accomplishing the mission. Just as important, they uphold the moral obligation for the care and success of those they lead. The NCO is the front line of the profession of arms. They convey the values, behaviors, and character of the Marine Corps to our most junior ranks every day. Through innovation, adaptability, and resiliency the NCO enhances organizational effectiveness and directly contributes to mission success. They are stewards of our institution, enforce standards, and are the Marine Corps ambassadors to the world. You are a vital link between guidance, execution, and success of our units and institution.

THE BACKBONE OF OUR CORPS: YESTERDAY, TODAY, TOMORROW

Throughout our history, the role of Marine NCOs has been that of expert trainer, enforcer, advisor, and even commander. Against incredible odds, these subordinate Marine leaders were vital to mission accomplishment. For this reason, the NCO is the backbone of our institution. Their remarkable dedication has engraved the Marine Corps in the annals of history as the elite fighting force we are today. Serving at sea on shipboard detachments, on foreign shores, and here at home for more than 200 years, the modern Marine Corps NCO evolved in conjunction with not just the history of our Corps, but with the history of our nation. The NCOs of our past have established the professional standards that you will be compared to today.

SEEK RESPONSIBILITY AND TAKE RESPONSIBILITY FOR YOUR ACTIONS

To develop a sense of responsibility among your subordinates, you must first set the example. You must continue to seek increased responsibility and take responsibility for your actions. In your professional development you must actively seek challenging assignments. When handling matters outside your specialty, use initiative and sound judgment. This principle also includes taking responsibility for your actions and those of your subordinates. Their decisions and behaviors fall upon you as their mentor, guide, and leader. Be responsible for their success and failure. The leader alone is responsible for everything that the unit does or fails to do. With great authority comes great responsibility.

ENLISTED:

To promote pride and respect among juniors, address them by grade and name. Avoid casual use of first name or nicknames. Senior enlisted Marines should be addressed by their full grade and name. Always refer to Marines by rank, not pay grade. A sergeant is a sergeant, not an E-5.

PRESENT SWORD

To salute with the sword, the command is "Present, SWORD (ARMS)" On the preparatory command "Present," raise the right hand to level and 6 inches from the front of the neck. Keep the thumb on the left side of the grip, wrist slightly bent, and inner forearm against the body. The blade should incline forward at a 30-degree angle from the vertical. On the command of execution "SWORD," bring the point down smartly, without whipping, to a position 3 inches above the deck and slightly to the right of the right foot. Right arm should be straightened so the knuckle bow is against the trouser seam. The blade is inclined down and to the front with the true edge facing left. The thumb remains on the left side of the grip. •RETURN TO ORDER SWORD Returning to order sword is done in one count with the command "Order, SWORD." On the command of execution "SWORD," simply turn the true edge down with the point of the sword remaining three inches from the deck. •RETURN TO CARRY SWORD On the command of execution "Carry," turn the true edge down as in order sword. On the command of execution "SWORD," bring the false edge of the blade against the shoulder seam, blade vertical, arm nearly extended with the knuckle bow to the front. The right thumb and forefinger embrace the lower part of the grip, with the thumb against the trouser seam, and remaining fingers joined in a natural curl behind the end of the hilt.

In the 17th and 18th centuries, England used American colonists as British Royal Marines.

True

True or False: The ability to read and write in a tolerable manner was a special trait looked for in NCOs in 1778.

True

True or false: Your strengths, beliefs, and behaviors have the ability to either build or erode the morale of your unit.

True

Rules for Saluting

Under Arms: A Marine only salutes indoors when under arms. When a weapon is in hand, equipped with sidearms, or wearing equipment pertaining to arms, such as sword sling, pistol belt, or cartridge belt, a Marine is considered under arms. Not in formation: The first Marine to recognize an officer approaching calls the group to attention and salutes for the group. Overtaking an officer: Proceed in the same direction as the officer, draw abreast on the left, render a hand salute and say "by your leave, sir/ma'am." When overtaking a junior Marine, overtake on the right, if possible. Prison chaser: Only salute when addressed by an officer in the line of duty. Morning and evening colors: All personnel in uniform render the hand salute as appropriate during the raising and lowering of colors. When not in uniform, place your right hand over your heart. Uncased colors: Salute as colors approach within six paces and hold until six paces passed.

UNSELFISHNESS

Unselfish leaders take care of their Marines first. Unselfish leadership is an important aspect of leadership that tells the Marines you share in their discomfort, you respect them, and you are there for them. If a Marine needs extra instruction or guidance, the leader is expected to make time available whenever the need arises. Leadership is a face-to-face business and your time is valuable to others who are seeking success. If you are not the subject matter expert on the topic, find a resource that is. However, you should not just pass the Marine on; escort the Marine so that you can learn too. Great leaders look out for the welfare of their teams far beyond simple job description, legal concerns, and even their own personal comfort. They ensure that their Marines have the right equipment and the quality training necessary to use it. They also ensure that all members of the unit have adequate rations before they sit down to eat. During deployments, Marine leaders frequently share care packages from home with their Marines. Quite simply, the unselfish leader avoids providing for their own personal comfort and advancement at the expense of others.

OFFICERS:

Use "sir" or "ma'am" whenever addressing officers; however, if acquainted with the officer, it is preferable to use both grade and name. Whenever addressing a general officer, it is customary to use "general" in lieu of "sir" or "ma'am." When verbally addressing generals, lieutenant colonels, and first and second lieutenants, it is appropriate to use their short title (general, colonel, lieutenant).

With a low education rate in 1778, the ability to __________ was still an important trait required to be an NCO.

Use a sword. NO Lead a guided discussion using the Socratic method. NO Read and write in a tolerable manner. YES Do the necessary arithmetic for pay and allowance of troops. NO

TROOPS

What are some of the things we need to know about troops? •Background •Experience •Education •Capabilities and limitations •Personal goals •Personality traits in both strengths and weaknesses •Morale, spirit, and soul To gather or acquire this evolving information, we utilize observations, inspections, periodic counseling, and service record book reviews.

SELF

What do we need to know about ourselves as leaders? •Our strengths and weaknesses •Our ability to communicate with seniors, peers, and subordinates •Our leadership style •Our own values •Our own traits •Our knowledge of the situation Feedback from others, such as performance counseling and performance marks, is important. However, we can only truly develop these aspects of leadership through self analysis.

SITUATION

What do we need to know about the situation. •Knowledge of the area •Troop's knowledge •Degree of urgency •Leader's attitude •Troop's opinion How do we improve these elements while determining the best way to deal with the situation in a timely manner?

CIVILIANS:

When addressing prominent civilians the term "honorable" is the most preferred form for American officials. This phrase is always used in the full name without any other title. (e.g., The honorable John Dalton vice the honorable Mr.John Dalton).

Organizational Values:

When people join a new group or unit, they want to be accepted. A Marine who is new to a unit will go along with group norms or organizational values. These are values that can be specific to each unit, occupation, or specialty. That is why the way Marines are received in a unit is so important. Each unit in the Marine Corps has its own personality and traditions, however, these values must support institutional values. When organizational values depart from institutional values, a negative command climate exists that establishes an environment for low morale and unethical conduct. NCOs must provide guidance and supervision to inspire and reinforce organizational values that support the high standards of our institutional values. It is at this vital point in a Marine's career that reinforces their expectations and determines their success. By now you are all familiar with the Marine Corps core values of honor, courage, and commitment. Other Marine Corps values include: leadership traits, leadership principles, promptness, personal appearance, bearing, mission accomplishment, troop welfare, discipline and obedience to orders, selflessness, and commitment.

LOYALTY

When pride and loyalty permeate a unit to the degree that Marines won't tolerate a peer "screwing up" because it makes them and the unit look bad, many problems will vanish and the unit will be overwhelmingly successful. Subordinate leaders must exercise and display absolute loyalty toward a superior, particularly when they are absent. This is not only morally correct, it is sure footing in any military organization. It also enhances your personal prestige among your subordinates. NCOs play a large part in the commander's decision-making process and a lack of loyalty can destroy trust in the command relationship. As leaders, we must resolve internal battles quickly to arrive at the correct decision without being blinded by misplaced loyalty. If it were easy, it wouldn't be called moral courage. From our very beginning as loyal members of the ship's company upholding standards and putting down rebellions, no one has established this trait better than the United States Marines. It is the steady reliability to do one's duty in service to the United States, the Marine Corps, one's unit, oneself, and one's family. It is forever part of our heritage as our motto, Semper Fidelis (always faithful).

Delegating Style:

When using this style, it is important that the leader's goals, objectives, and restrictions are clear to subordinates. The leader defines the limits and allows subordinates to make decisions within those limits. This style uses mission-type orders and guidelines to issue the leader's intent. The subordinate then executes the plan and performs all tasks both specified and implied with minimal supervision. This style is the most difficult to attain because it hinges on the trust and confidence the leader places in their subordinates. It is based on the demonstrated reliability of the subordinate as well as the confidence of the leader.

Civilian Attire

When you hear the national anthem in civilian attire, come to attention and remove any headgear placing it over your left breast with your right hand. Otherwise, place your right hand over your left breast.

In setting the example, you can only choose __________.

When you want to set an example. NO What kind of example to set. YES Our core values. NO Who you want to set an example for. NO

EXAMPLES

While improper relationships within the same chain of command are the most obvious, there is no blanket requirement under the UCMJ that the relationship be within the same chain of command to be improper. The relationship need not be male-female. •Playing cards or gambling together •Going to private homes or clubs together •Dating or engaging in sexual activities •Engaging in commercial transactions •Showing favoritism or partiality •Using one's authority for personal gain The key issue is whether a relationship has developed in which mutual respect of grade is ignored.

TASK AND PURPOSE

Willing and intelligent obedience to orders often depends on a Marine's understanding of the purpose of those orders. When you have the luxury of time, ensure that you issue both task and purpose. This simple communication goes a long way in enforcing the importance of the mission and building the team's ownership of it. When Marines know why they are doing something, they are more committed to accomplishing the task and will adapt to changes. Simply ordering a Marine to shave forces the Marine to mindlessly maintain a standard. However, if the Marine understood why the standard is important to the institution it may change their perspective. For example: •Shaving fosters good hygiene that is critical in combat. Lack of hygiene leads to disease and illness. •Shaving supports the Marine's reputation for professional appearance and discipline that other services fail to represent in their attention to detail. •Shaving is an act of discipline that keeps Marines looking and behaving like Marines. This prevents them from wandering back to the lower civilian standards that contradict our institutional values.

Participating Style:

With this style, the leader presents a problem, gets suggestions, and makes a decision. Good two-way communication between the leader and subordinates is paramount for this style. Leaders should discuss possible alternative solutions before making their decision. This leadership style promotes initiative and ingenuity among subordinates.

YOUR ROLE

You have the responsibility to look after the training and development of your subordinate leaders. If you fail to do this, you will not only damage the effectiveness of your unit, but you could negatively impact the lives of your subordinate Marines. You are the Marine Corps in their eyes. What you say and how you do it is worth more to them than any manual. Develop yourself and know your stuff. They are depending on you.

When the National Anthem is played

all military personnel com to attention. Face toward the music and salute. Cut the salute after the last note of the music and remain at attention until "carry on" is sounded.

Cpl. Jason Dunham is

the first Marine awarded the medla of honor since Vietnam for actions in Iraq.

The Marines victory at the Battle of Chapultepac in 1847 marked

the first time the American flag was raised on forgein soil.

Accountability is __________.

the reckoning wherein the leader answers for their actions and accepts the consequences, good or bad

Other factors that will influence a particular style a leader will use are:

•Ability, experience, and training of subordinates •Motivation and willingness •Mission and task •Size, composition, and organization •Expectations of subordinates •Trust in subordinates •The leader's morals •The leader's confidence •The leader's success with each style •The exposure of the leader to various styles •The leader's personality

FOSTERING ESPRIT DE CORPS:

•Embody the warrior ethos and fighting spirit. •Properly welcome new Marines to the unit to include teaching them unit history, mission, traditions, and future goals (deployments, inspections, training exercises). •Train as a team. •Develop a must succeed atmosphere. •Provide useful and meaningful instruction in a well-prepared manner. •Develop and maintain high levels of physical fitness as a team. •Make use of ceremonies. •Use healthy competition to develop a winning mentality. •Make Marines feel they are invincible.